Robert Wood Johnson University Hospital (RWJUH) New Brunswick, part of RWJBarnabas Health, is a 600-bed academic medical center and the flagship Cancer Hospital of Rutgers Cancer Institute of New Jersey. As the principal teaching hospital of Rutgers Robert Wood Johnson Medical School, we offer Centers of Excellence in cardiovascular care, cancer care, neuroscience, and women's and children's health, including The Bristol-Myers Squibb Children's Hospital. RWJUH is a Level 1 Trauma Center and a national leader in emergency preparedness. Nationally ranked and recognized for clinical quality and patient safety, we provide advanced technology and a culture of kindness.
| Hospital Name | Robert Wood Johnson University Hospital |
|---|---|
| Facility ID | 310038 |
| Address | ONE ROBERT WOOD JOHNSON PLACE |
|---|---|
| City/Town | New Brunswick |
| State | NJ |
| ZIP Code | 8901 |
| County/Parish | MIDDLESEX |
| 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 |
Served as Chief Operating Officer at the hospital prior to being named President. Came to RWJUH from New York-Presbyterian (NYP), where he held multiple senior leadership roles since 2009, including vice president of support services and patient experience at NYP/Weill Cornell, vice president of operations at NYP/Columbia University Irving Medical Center, and chief operating officer at NYP Brooklyn Methodist Hospital. At NYP, he led strategic initiatives focused on patient experience, operations, capital expansion, environmental services, patient throughput, and length of stay management.
Also serves as President of the RWJBarnabas Health Southern Region. Alan Lee reports to Bill Arnold.
Assumed the role of Senior Vice President and Chief Operating Officer of RWJUH New Brunswick effective June 2024. Previously served as chief administrative officer at RWJUH Somerset since 2023, and held other roles at RWJUH Somerset including chief operating officer, vice president of operations and administrative director of operations. In his current role at RWJUH New Brunswick, he is responsible for overall hospital operations, including the Jack & Sheryl Morris Cancer Center, the Bristol-Meyers Squibb Children's Hospital, perioperative services, transplant services, support services, plant operations and facilities, risk management and health equity.
Named to this role in April 2024. Described as a physician scientist and expert in driving clinical excellence across integrated health care systems with over 15 years of leadership in academic medicine. Previously an associate professor at Harvard Medical School, principal investigator of multicenter clinical trials, and editor-in-chief of a medical journal. Also has experience in venture capital and launching early-stage biotech and medical device companies. Joined RWJUH from Brigham and Women's Hospital in Boston, where he was associate chief medical officer and led the response to COVID-19 in perioperative and periprocedural areas. Works with the Medical Staff Executive Committee to provide leadership to physicians and advanced practice providers, guides clinical performance standards, emphasizes quality and safety metrics, and oversees infection control and performance improvement initiatives.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 610 |
|---|
| FTE Employees on Payroll | 4462.7 |
|---|---|
| FTE Interns & Residents | 264.14 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 53374 |
| Inpatient Days (Title XIX) | 11306 |
| Total Inpatient Days | 208971 |
| Bed Count | 639 |
| Available Bed Days | 233235 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 7134 |
| Discharges (Title XIX) | 1393 |
| Total Discharges | 33735 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 45983 |
| Inpatient Days (Title XIX; Adults & Peds) | 3874 |
| Total Inpatient Days (Adults & Peds) | 167214 |
| Bed Count (Adults & Peds) | 486 |
| Available Bed Days (Adults & Peds) | 177390 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 7134 |
| Discharges (Title XIX; Adults & Peds) | 1393 |
| Total Discharges (Adults & Peds) | 33735 |
| Care Quality Stengths | Hospital does an above-average 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. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has multiple significant high-patient-mortality concerns. 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 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 | 65% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | Worse 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 | Worse 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 | 35.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -0.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 41.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 14.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 3.7 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 16.5 |
| Readmission Score Rate of Readmission for CABG | 14.2 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| 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 | Average Days 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 | Worse Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Better 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 | Worse Than the National Rate |
| Readmission Group Rate of Readmission for CABG | Worse 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.519 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.683 |
| SSI SIR (Standardized Infection Ratio) | 0.977 |
| CDI SIR (Standardized Infection Ratio) | 0.453 |
| MRSA SIR (Standardized Infection Ratio) | 0.951 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $55,253 |
|---|---|
| Bad Debt Expense | $45,677 |
| Uncompensated Care Cost | $64,001 |
| Total Uncompensated Care | $165,583 |
| Total Salaries | $440,027 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,027,428 |
| Depreciation Expense | $56,813 |
| Total Operating Costs | $1,278,625 |
| Inpatient Charges | $4,847,219 |
|---|---|
| Outpatient Charges | $1,979,698 |
| Total Patient Charges | $6,826,917 |
| Core Wage Costs | $95,707 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $445,643 |
| Contract Labor (Patient Care) | $32,865 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $442 |
| Cash & Bank Balances | $844 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $247,060 |
| Allowance for Doubtful Accounts | $-73,217 |
| Inventory | $25,235 |
| Prepaid Expenses | $5,435 |
| Other Current Assets | $48,292 |
| Total Current Assets | $1,420,219 |
| Land Value | $7,921 |
|---|---|
| Land Improvements Value | $627 |
| Building Value | $1,052,997 |
| Leasehold Improvements | $13,618 |
| Fixed Equipment Value | $29,181 |
| Major Movable Equipment | $720,078 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $927,175 |
| Long-Term Investments | $-302 |
|---|---|
| Other Assets | $54,854 |
| Total Other Assets | $54,552 |
| Total Assets | $2,401,947 |
| Accounts Payable | $104,059 |
|---|---|
| Salaries & Wages Payable | $49,388 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $26,687 |
| Other Current Liabilities | $126,897 |
| Total Current Liabilities | $566,471 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $946,556 |
| Total Long-Term Liabilities | $946,556 |
| Total Liabilities | $1,513,027 |
| General Fund Balance | $888,920 |
|---|---|
| Total Fund Balances | $888,920 |
| Total Liabilities & Equity | $2,401,947 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $91,581 |
| DRG (Post-Oct 1) | $32,747 |
| Outlier Payments | |
| DSH Adjustment | $4,721 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $81,610 |
| Total IME Payments | $22,100 |
| Inpatient Revenue | $4,901,550 |
|---|---|
| Outpatient Revenue | $2,026,461 |
| Total Patient Revenue | $6,928,011 |
| Contractual Allowances & Discounts | $5,517,289 |
| Net Patient Revenue | $1,410,723 |
| Total Operating Expenses | $1,467,456 |
| Net Service Income | $-56,733 |
| Other Income | $55,239 |
| Total Income | $-1,494 |
| Other Expenses | |
| Net Income | $-1,494 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $147,687 |
| Medicaid Charges | $1,398,486 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |