Newark Beth Israel Medical Center, established in 1901 and located at 201 Lyons Avenue, Newark, NJ, is a 665-bed quaternary care teaching hospital and a major regional referral center. As part of the RWJBarnabas Health system, we provide comprehensive healthcare services with a commitment to quality and excellence in patient care. Newark Beth Israel is home to a renowned heart transplant center, New Jersey's only Advanced Lung Disease and Transplant Program, and a comprehensive robotic surgery center. Our Children's Hospital of New Jersey offers specialized pediatric services, including the state's largest Valerie Fund Children's Center for Cancer and Blood Disorders. We are dedicated to exceeding expectations and providing an environment conducive to healing, treating all patients with respect, dignity, and sensitivity.
| Hospital Name | Newark Beth Israel Medical Center |
|---|---|
| Facility ID | 310002 |
| Address | 201 LYONS AVE |
|---|---|
| City/Town | Newark |
| State | NJ |
| ZIP Code | 7112 |
| County/Parish | ESSEX |
| 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 |
25-year employee of RWJBarnabas Health with more than 35 years of experience in healthcare administration. Described as having a 'servant leadership style'.
Holds BA, BS, MS, APN-c. Has more than 20 years of experience as a healthcare executive and provider. Joined Newark Beth Israel in 1989 as a student nurse, was named AVP of Emergency Services in 2003, AVP of Patient Care Services in 2009, and chief nursing officer in 2017. She is the first woman to hold the COO role at Newark Beth Israel Medical Center.
Has been a member of the organization for more than 30 years. Joined Newark Beth Israel in 2015 as Director of Quality and was named Chief Quality Officer. Received her BSN from Vanderbilt University and her master's degree from New York University.
Has been CMO of Newark Beth Israel Medical Center since 2022. Has been chairman of radiation oncology at the hospital since 2010. Prior to taking on the CMO role, he was vice president of medical affairs at the hospital for seven years.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 665 |
|---|
| FTE Employees on Payroll | 2705.2 |
|---|---|
| FTE Interns & Residents | 171.08 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 15526 |
| Inpatient Days (Title XIX) | 12832 |
| Total Inpatient Days | 112538 |
| Bed Count | 422 |
| Available Bed Days | 154030 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1678 |
| Discharges (Title XIX) | 1816 |
| Total Discharges | 17861 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 12476 |
| Inpatient Days (Title XIX; Adults & Peds) | 3802 |
| Total Inpatient Days (Adults & Peds) | 57373 |
| Bed Count (Adults & Peds) | 227 |
| Available Bed Days (Adults & Peds) | 82855 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1678 |
| Discharges (Title XIX; Adults & Peds) | 1816 |
| Total Discharges (Adults & Peds) | 17861 |
| 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 significant challenges with Staff responsiveness to 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 attacks so that patients don't have to come back to the hospital. 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 | 63% |
|---|
| 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 | No Different Than National Average |
| 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 | No Different Than National Average |
| 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 | No Different Than National Average |
| 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) | 195 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 31.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 68.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 66.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 12.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.1 |
| Readmission Score Rate of Readmission for CABG | 11.6 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.6 |
| 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 | 17.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average per 100 Discharges |
| 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| 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) | 0.787 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.461 |
| SSI SIR (Standardized Infection Ratio) | 1.092 |
| CDI SIR (Standardized Infection Ratio) | 0.222 |
| MRSA SIR (Standardized Infection Ratio) | 0.826 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $45,175 |
|---|---|
| Bad Debt Expense | $24,818 |
| Uncompensated Care Cost | $50,344 |
| Total Uncompensated Care | $96,504 |
| Total Salaries | $297,729 |
|---|---|
| Overhead Expenses (Non-Salary) | $433,228 |
| Depreciation Expense | $23,330 |
| Total Operating Costs | $557,195 |
| Inpatient Charges | $1,895,050 |
|---|---|
| Outpatient Charges | $915,432 |
| Total Patient Charges | $2,810,481 |
| Core Wage Costs | $55,465 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $292,794 |
| Contract Labor (Patient Care) | $13,248 |
| Wage Costs (Part A Teaching) | $293 |
| Wage Costs (Interns & Residents) | $3,234 |
| Cash & Bank Balances | $141 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $103,597 |
| Allowance for Doubtful Accounts | $-24,588 |
| Inventory | $12,976 |
| Prepaid Expenses | $7,805 |
| Other Current Assets | $44,126 |
| Total Current Assets | $435,279 |
| Land Value | $2,602 |
|---|---|
| Land Improvements Value | $14,873 |
| Building Value | $347,741 |
| Leasehold Improvements | |
| Fixed Equipment Value | $58,805 |
| Major Movable Equipment | $143,716 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $210,150 |
| Long-Term Investments | $1 |
|---|---|
| Other Assets | |
| Total Other Assets | $28,657 |
| Total Assets | $674,086 |
| Accounts Payable | $34,050 |
|---|---|
| Salaries & Wages Payable | $32,165 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $1,767 |
| Other Current Liabilities | $50,924 |
| Total Current Liabilities | $118,968 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $368,015 |
| Total Long-Term Liabilities | $368,015 |
| Total Liabilities | $486,982 |
| General Fund Balance | $187,104 |
|---|---|
| Total Fund Balances | $187,104 |
| Total Liabilities & Equity | $674,086 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $23,820 |
| DRG (Post-Oct 1) | $7,530 |
| Outlier Payments | |
| DSH Adjustment | $2,983 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $45,464 |
| Total IME Payments | $5,772 |
| Inpatient Revenue | $1,909,474 |
|---|---|
| Outpatient Revenue | $932,912 |
| Total Patient Revenue | $2,842,386 |
| Contractual Allowances & Discounts | $2,172,509 |
| Net Patient Revenue | $669,877 |
| Total Operating Expenses | $730,957 |
| Net Service Income | $-61,080 |
| Other Income | $54,660 |
| Total Income | $-6,420 |
| Other Expenses | |
| Net Income | $-6,420 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $179,242 |
| Medicaid Charges | $1,170,678 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |