Monmouth Medical Center Southern Campus, located at 600 River Ave in Lakewood, NJ, is a fully accredited acute care hospital dedicated to providing exceptional medical and healthcare services to Ocean and Monmouth counties. As part of the RWJBarnabas Health system, we offer a comprehensive range of services, including advanced surgical programs, cancer treatment, diabetes education, and extensive rehabilitation programs. Our commitment to quality and excellence in patient care is reflected in our healing environment, with private rooms available in all inpatient units. The facility is currently investing $11 million in upgrades, including an expanded Emergency Department featuring a new Geriatric Emergency Room and renovations to provide all-private patient rooms. We are dedicated to helping you live your best life by getting you back to the activities that matter most to you, sooner.
| Hospital Name | Monmouth Medical Center Southern Campus |
|---|---|
| Facility ID | 310084 |
| Address | 600 RIVER AVE |
|---|---|
| City/Town | Lakewood |
| State | NJ |
| ZIP Code | 8701 |
| County/Parish | OCEAN |
| Health System | RWJBarnabas Health |
|---|---|
| Health System Website Domain | rwjbh.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 13 |
|---|---|
| Health System Total Beds | 5297 |
| Health System Hospital Locations | New Jersey |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | RWJBarnabas Health |
| Emergency Services | Yes |
Eric Carney serves as President and CEO of Monmouth Medical Center in Long Branch and Monmouth Medical Center Southern Campus in Lakewood. [4] He joined Monmouth Medical Center in 2016 as Chief Operating Officer and was promoted to President and CEO in February 2019. [4] He was additionally appointed President and CEO of Monmouth Medical Center Southern Campus in September 2020, granting him executive responsibility for the daily operations of both the Long Branch and Lakewood campuses. [4, 6] Carney began his career at RWJBarnabas Health as a respiratory therapist. [4]
Philip Passes, DO, became Chief Administrative Officer for MMC and MMCSC in September 2020. [6] He was previously Vice President of Practice Integration, RWJBarnabas Health Southern Region. [6] According to MMCSC Chief Administrative Officer Philip Passes, MMCSC has created a new Medical Behavioral Specialty Unit to safely provide inpatient hospital care for patients with underlying behavioral health issues who need additional medical services due to a secondary diagnosis. [12]
Mabel LaForgia, DNP, RN, CNL, leads the hospital's clinical staff and is responsible for nursing practice, clinical outcomes, patient experience and hospital and organizational strategic goals. [2] She joined MMCSC from Jersey City Medical Center (JCMC), where she served as Assistant Vice President of Nursing. Dr. LaForgia is an experienced nursing leader who has successfully improved patient care outcomes through measurable achievements in quality outcomes, patient engagement and employee satisfaction. [2] Prior to serving as AVP of Patient Care Services at JCMC, she served as Director of Research, Evidence-Based Practice, and Magnet Program. [2] Before joining JCMC, she served as a Clinical Instructor for the Clinical Lab at the Rutgers University School of Nursing, where she also served as Adjunct Professor for Clinical Leadership Project Development. [2] She earned a Doctorate in Nursing Practice from Rutgers University and a Master of Science in Nursing from the University of Medicine and Dentistry of New Jersey. [2]
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 285 |
|---|
| FTE Employees on Payroll | 525.94 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11292 |
| Inpatient Days (Title XIX) | 2743 |
| Total Inpatient Days | 34809 |
| Bed Count | 201 |
| Available Bed Days | 73365 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1796 |
| Discharges (Title XIX) | 363 |
| Total Discharges | 5314 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10239 |
| Inpatient Days (Title XIX; Adults & Peds) | 1959 |
| Total Inpatient Days (Adults & Peds) | 32317 |
| Bed Count (Adults & Peds) | 185 |
| Available Bed Days (Adults & Peds) | 67525 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1796 |
| Discharges (Title XIX; Adults & Peds) | 363 |
| Total Discharges (Adults & Peds) | 5314 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 61% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 180 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 37.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 65 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 12 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.3 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.387 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.899 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.250 |
| MRSA SIR (Standardized Infection Ratio) | 0.285 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $7,256 |
|---|---|
| Bad Debt Expense | $7,256 |
| Uncompensated Care Cost | $8,827 |
| Total Uncompensated Care | $13,974 |
| Total Salaries | $55,899 |
|---|---|
| Overhead Expenses (Non-Salary) | $96,265 |
| Depreciation Expense | $5,464 |
| Total Operating Costs | $135,650 |
| Inpatient Charges | $429,832 |
|---|---|
| Outpatient Charges | $271,115 |
| Total Patient Charges | $700,947 |
| Core Wage Costs | $11,903 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $44,087 |
| Contract Labor (Patient Care) | $3,521 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $16,095 |
| Allowance for Doubtful Accounts | $-3,847 |
| Inventory | $3,446 |
| Prepaid Expenses | $801 |
| Other Current Assets | $8,253 |
| Total Current Assets | $24,830 |
| Land Value | $532 |
|---|---|
| Land Improvements Value | $1,191 |
| Building Value | $105,100 |
| Leasehold Improvements | $893 |
| Fixed Equipment Value | $3,548 |
| Major Movable Equipment | $61,902 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $36,629 |
| Long-Term Investments | |
|---|---|
| Other Assets | $8,935 |
| Total Other Assets | $8,935 |
| Total Assets | $70,394 |
| Accounts Payable | $6,910 |
|---|---|
| Salaries & Wages Payable | $4,991 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $800 |
| Other Current Liabilities | $4,242 |
| Total Current Liabilities | $22,943 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $47,212 |
| Total Long-Term Liabilities | $47,212 |
| Total Liabilities | $70,155 |
| General Fund Balance | $239 |
|---|---|
| Total Fund Balances | $239 |
| Total Liabilities & Equity | $70,394 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $12,999 |
| DRG (Post-Oct 1) | $4,858 |
| Outlier Payments | |
| DSH Adjustment | $1,183 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $431,149 |
|---|---|
| Outpatient Revenue | $277,831 |
| Total Patient Revenue | $708,980 |
| Contractual Allowances & Discounts | $580,068 |
| Net Patient Revenue | $128,913 |
| Total Operating Expenses | $152,164 |
| Net Service Income | $-23,251 |
| Other Income | $7,714 |
| Total Income | $-15,537 |
| Other Expenses | |
| Net Income | $-15,537 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $26,343 |
| Medicaid Charges | $181,203 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |