Geisinger Names Ilene Wolf Moore New Chief Legal Officer Geisinger today announced the hiring of Ilene Wolf Moore as executive vice president, chief legal officer, bringing to the health system’s executive leadership team a trusted legal advisor with more than 20 years’ experience across a range of healthcare organizations and government roles. Moore has overseen corporate governance, financing, mergers and acquisitions, complex litigation, contracts, payor relations, labor and employment, regulatory compliance and revenue operations for privately held, publicly traded and nonprofit organizations. “Ilene has a deep understanding of the complex business and legal aspects of healthcare, and she will provide the perfect blend of hands-on experience and critical strategic thinking to her role at Geisinger,” said Terry Gilliland, M.D., Geisinger’s president and chief executive officer. “She is the latest addition to our executive leadership team that, combined with our established leaders, positions Geisinger for sustained success and innovation.” Moore most recently served as senior vice president, general counsel and corporate secretary at Envision Healthcare, where she directed legal strategy and operations across diverse healthcare delivery platforms. Her responsibilities encompassed comprehensive legal leadership for both the organization’s multidisciplinary medical group and its network of ambulatory surgery centers, supporting clinical teams across multiple care settings. Over the last decade, she has held similar leadership roles at Healthcare Information and Management Systems Society (HIMSS) and DaVita Medical Group. “I have been fortunate to spend the majority of my career working for the betterment of healthcare and with great teams striving to innovate, advance access and support the delivery of high-quality healthcare,” said Moore. “Joining Geisinger at this exciting time in its growth allows me to continue doing what I love most in my professional roles: interacting across the organization to help people succeed and grow while contributing to Geisinger’s continued evolution as a leader in value-based care delivery.” Prior to joining DaVita Medical Group, Moore spent 6 years with Kaiser Permanente, first as general counsel of the more than 1,000 physician multidisciplinary Colorado Permanente Medical Group. She subsequently became general counsel of The Permanente Federation, the national organization that represents all Permanente Medical Groups and collaborates with Kaiser Health Plan and Hospitals to advance integrated care delivery. Earlier in her career, Moore spent 8 years with the Office of the Colorado Attorney General focused on healthcare matters while representing various agencies and regulatory authorities. Moore’s extensive governmental experience provides her with unique insights into healthcare regulations and policy development that will enable Geisinger to effectively navigate the evolving regulatory landscape while maintaining its focus on patient-centered care delivery. Moore earned her law degree from Northeastern University School of Law.
Geisinger Hospital Earns National Ranking from Money Magazine Geisinger Janet Weis Children’s Hospital ranked in Money magazine’s Best Hospitals for Pediatric Care list Money magazine recently recognized Geisinger Janet Weis Children’s Hospital as one of the 2025 Best Hospitals for Pediatric Care. Money’s 2025 list focuses on hospitals that deliver safe, high-quality care with experienced pediatricians and providers who are excellent communicators. A high priority also goes to facilities that are well-equipped to deal with pediatric emergencies. Money ranks the top 75 children’s hospitals that provide excellence in value-based care, patient experience, and price transparency. Geisinger Janet Weis Children’s Hospital ranks 32nd out of 75 hospitals making the list and is listed in the top 10 in patient experience. “This is a tremendous acknowledgement of our pediatric staff, who are deeply committed to providing pediatric access with exceptional care,” said Frank Maffei, M.D., Geisinger’s chair of pediatrics. “Our children’s hospital delivers outstanding value of care by keeping our children safe, adhering to the best practice standards and treating our children and families with kindness and authentic compassion. We greatly appreciate the recognition and are dedicated to upholding this distinction in pediatric care.”
Crystal Windows Celebrates 35th Anniversary National manufacturer Crystal Window & Door Systems is marking its 35th anniversary since the company started. The company was founded by Taiwanese-American immigrant Thomas Chen, who came to the United States at 27, speaking no English and with no formal education beyond high school. After spending his first few years here working for others in a variety of jobs, Chen launched Crystal Windows in a small commercial garage in Queens, NY, in 1990, and the rest is history. Today Crystal Windows has over one million square feet of production space in five major factories across the country and employs more than 750 workers. “I started Crystal Windows because I believed home and building owners deserved a quality replacement window that was affordable and would last,” said Chen. “Today our team continues that tradition, designing and producing a broad array of new products that meet today’s stringent energy codes and deliver high quality, all in the most cost-effective manner.” The first event commemorating the 35th anniversary this year was held on Saturday, May 3, for Crystal employees, their families, and other guests. Approximately 800 people attended a celebratory gala in Queens, featuring music, dancing, and a traditional multi-course Asian banquet. Several elected officials also attended to congratulate Crystal on its achievements, and New York Governor Hochul’s Regional Director Aaron Ambrose presented a citation of accomplishment to Crystal Chairman Thomas Chen and CEO Jeffrey Smith. Crystal’s original product line consisted of a simple aluminum replacement window for the New York City apartment house market. Today, Crystal offers over 25 lines of vinyl, aluminum, and uPVC commercial vinyl windows and doors for residential and commercial applications all over the nation. Already extruding vinyl window components in-house, the company vertically integrated further in 2003 with the purchase and expansion of its Union, MO, aluminum profile extruder Gateway Extrusions. Besides launching three additional window production facilities, Crystal has also expanded its in-house engineering, design consulting, product testing, and field services to meet the demands of complex new construction projects requiring custom solutions. Crystal has supplied its quality products for some of the most notable projects across the country, including: the historic OMNI Shoreham Hotel in Washington, DC; the expansive city-within-a-city development Harbor Point in Stamford, CT; top security Point Loma Naval Base in San Diego, CA; hotel chains Marriott, Holiday Inn, and Hyatt; and universities in New York, Florida, Michigan, Texas, and Missouri. “Crystal has a long history of strong growth for more than three decades and the company shows no signs of stopping,” said CEO Jeffrey Smith. “There are many new products in development, and plans are underway for new production facilities in the Dallas-Fort Worth area and in North Carolina. These new products and plants will help Crystal meet its future growth in exciting new markets.”
Geisinger Cancer Institute receives transportation grant Grant to benefit patients in need of transportation Cancer care will be more accessible to patients now that the Geisinger Cancer Institute has received a yearly grant from the American Cancer Society (ACS). The grant offsets the cost of transportation for patients traveling to and from radiation and chemotherapy treatments. Patient transportation grant funds are awarded to health systems and health system foundations to help patients get to and from cancer-related treatment appointments. The grants are awarded through an application process that focuses on addressing unmet transportation needs of the health system’s patients. “In partnership with the ACS, we are able to help our patients during some of the most difficult times in their lives,” said Lisa Keifer, senior director of radiation oncology at Geisinger. “This grant will allow our patients to stay closer to home to receive the lifesaving treatments and care they need. With this grant, we have been able to provide over 1,623 one-way rides since initiating this program.” Funds are provided to patients on a case-by-case basis. The grant can be used to purchase gas gift cards, cab ride vouchers, parking passes and non-emergency medical transport. To learn more about cancer care at Geisinger, visit geisinger.org/cancerinstitute.
Geisinger Wyoming Valley ER Entry Changed Geisinger Wyoming Valley Medical Center continues construction work to expand and modernize the hospital campus and provide more health care services and resources for the northeastern Pennsylvania community. Beginning Monday, April 28, patients seeking care at the emergency room (ER) on Geisinger Wyoming Valley’s east campus will have a new entry point. To accommodate the extension of underground utility lines across the east campus and keep patients, visitors and staff safe, the patient entry path will begin farther away from the ER and be protected by a covered walkway. Geisinger staff will be present at the new entrance to assist patients. ER parking and valet service will also have a new entry point marked with signage on the east campus road. Geisinger has provided a campus map to help patients visualize the new areas of parking and entry. The east campus road between the Richard and Marion Pearsall Heart Hospital and the tower construction site will be reduced to one-way traffic from 8 a.m. to 4 p.m. Monday through Friday, through September. A flagging crew stationed on campus will help drivers navigate the one-way stretch. Visitors should allow extra time when traveling to the hospital in case of delays, and drivers should be alert for new traffic patterns throughout the project. To arrive on time for outpatient appointments at the hospital’s Medical Office Building or the Pearsall Heart Hospital, follow these tips: Use Geisinger Wyoming Valley’s east entrance from East Mountain Boulevard. Campus entrances are labeled on roadside signage. Plan to arrive on the east campus 30 minutes before your appointment, especially if you’re not familiar with the current state of campus. Look for campus signs directing you to park in the most appropriate place for your destination. Consider bringing a companion if you have limited vision or mobility. Your companion can help you read signs or offer support as you go to your destination. The Medical Office Building has a dedicated parking garage, and the Medical Office Building, Pearsall Heart Hospital and emergency room provide free valet service to all patients, so the need to walk should be minimal. For anyone who parks farther away, free campus shuttles make regular trips to patient parking areas and these facilities.
The Wright Center: A 117-year-old legacy at risk: Why Regional Hospital’s survival matters to Northeast Pennsylvania Since 1908, Regional Hospital of Scranton, including Moses Taylor, remains a NEPA health care ecosystem legacy pillar, delivering lifesaving services to generations of families to promote our health and well-being. Regional’s sustainability is vital for acute care access when patients are most vulnerable. Its obstetrical center of excellence ensures the safe arrival of the vast majority of babies born in our community. The Wright Center is eager to collaborate with new ownership to ensure seamless, forward momentum of community-responsive, high-quality health services and community-based physician and interprofessional health care workforce development. All stakeholders should meaningfully engage to ensure new ownership seeks and values community input, while maintaining and improving access to health care services, employment, and workforce development opportunities. Recently announced potential plans to preserve Regional brings hopeful but cautious optimism to a broad coalition of community members, legacy partners, advocacy organizations, and the health care union. Our collective commitment to collaboratively ensure preserving access to health care services, protecting family-sustaining jobs, upholding crucial hospital partnerships, and empowering our community’s priorities is unwavering. For nearly 50 years, The Wright Center has been deeply mission-intertwined with Regional to improve the health and welfare of our communities through responsive, whole-person health services for all and the sustainable renewal of an inspired, competent workforce that is privileged to serve. Community benefit impact, health outcomes, and economic vitality generated by our enduring partnership are undeniable. Together, we have cared for countless patients and families; trained over 1,000 physicians, possibly including your doctor amongst many serving NEPA today; and educated innumerable health care students from a dozen academic institutions to understand and serve our unique needs. In 2024, almost half of The Wright Center’s total economic impact of $198,978,143, supporting 1,199 local jobs, was generated by The Wright Center for Graduate Medical Education, a cherished community asset dependent on its foundational Regional partnership for its existence. My personal connection to Regional runs deep. So much of who I am professionally was determined by my recruitment home 25 years ago as a Mercy physician to join Dr. Tucker Clauss, who delivered me in 1968 at the then Mercy Hospital. The valuable mentorship and learning I received serving patients, families, and communities inside Regional’s walls can never be overstated. My deeply personal, hard-won journey culminated in a historic election as the first female and, as fate would have it, final president of Mercy’s medical staff, a landmark achievement quickly and tragically overshadowed by heartbreak when our cherished hospital transitioned to for-profit ownership. Its turbulent, uncertain future continues today. Faithfully, I continue caring for multigenerational families who depend on Regional for life-saving services. Like many of you, losing Regional would feel like losing family. Stabilizing NEPA’s acute hospital services is undeniably urgent, particularly given our aging population and prevalence of chronic disease. Allowing Regional to close would trigger a devastating, modern-day “Tragedy of the Commons,” immediately crippling access to acute hospital services. The devastating human and economic aftershocks on our community would be long-lasting. Future generations would pay the price for decades. Regional delivers 380,000 encounters annually, including 36,000 emergency visits. Closure would instantaneously create a critical shortage of nearly 30,000 acute hospital “bed days” and longer wait times for everyone in our region’s already overflowing and overburdened ERs. Impact on maternal and newborn care would be equally catastrophic. Over 1,700 expectant mothers and 70% of babies born in Lackawanna County rely on Regional’s services annually. Other area hospitals simply lack capacity to accommodate this volume or the ability to replace Lackawanna County’s only Level III neonatal intensive care unit (NICU). The next closest NICU is 45 minutes away – an eternity for newborns struggling to breathe. Beyond patient care, Regional’s major employer contributions are vital to our local economy, providing more than 1,000 family-sustaining, union-supported jobs, injecting $148 million in wages and benefits. Failure to secure Regional’s viable future is simply not an option. The Wright Center for Graduate Medical Education’s existence depends on a community solution. All stakeholders, including elected officials, leadership of health systems, educational institutions, labor, and business, and, most importantly, each of us whose lives are on the line, must engage meaningfully to ensure a welcoming transition to new ownership. Together, we need to communicate our expectations to ensure new ownership will truly seek and value meaningful community input to honor our legacies and collective priorities, while steadfastly maintaining and improving access to essential health care services, employment opportunities, and workforce development.
