Clara Maass Medical Center, located at 1 Clara Maass Drive in Belleville, NJ, is a 472-bed acute care medical center that provides world-class medical treatment close to home. As the first hospital in the United States to be named after a nurse, Clara Maass Medical Center is dedicated to quality and excellence in patient care. The hospital offers a comprehensive range of services, including advanced wound care, sleep disorder treatments, cardiac services, cancer care, and emergency services. Clara Maass is recognized as a Primary Stroke Center and provides advanced treatment in ophthalmology. In partnership with Rutgers Cancer Institute, Clara Maass delivers access to cutting-edge treatments and clinical trials.
| Hospital Name | Clara Maass Medical Center |
|---|---|
| Facility ID | 310009 |
| Address | ONE CLARA MAASS DRIVE |
|---|---|
| City/Town | Belleville |
| State | NJ |
| ZIP Code | 7109 |
| 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 |
Oversees all initiatives supporting the delivery of patient care, financial stability, strategic planning, capital improvements, renovations, new construction, quality, performance improvement, patient experience, patient safety, and community relations for the medical center. [3] Has over 30 years of experience as a healthcare executive, professor, researcher, and Registered Nurse. [23] Recognized with a wide array of awards and recognitions. [3]
Responsible for operational leadership, direction, and vision to specific areas of Clara Maass with system-wide strategic initiatives. [4] A seasoned healthcare executive with a track record of success. [4] Previously served as Vice President, Hospital Operations, Clinical Services at NYU Langone Hospital, Brooklyn. [4, 10] Prior to that role, held healthcare-leadership positions, including Director of Business Development at CarePoint Health and Administrator for Medical Operations at the Cleveland Clinic in Florida. [4] Holds an MBA in international business from the University of Miami and a bachelor's degree from Pennsylvania State University. [4] He is a fellow in the American College of Healthcare Executives and is a LEAN Six Sigma Green Belt. [4]
Leads all aspects of nursing and the more than 700 nurses employed at Clara Maass Medical Center. [2] Possesses knowledge, talent, and expertise in nursing, strategic planning and development, and in quality of care and patient safety outcomes. [2] Has been instrumental in building and elevating nursing teams within an ever-evolving health care environment. [2] Earned a graduate degree in nursing from Drexel University, an undergraduate degree in nursing from Felician College, a diploma of nursing from Elizabeth General Hospital and an associate of science degree in nursing from Union College. [2] Has held various capacities at RWJBarnabas Health for nearly thirty years including Assistant Vice President, Workforce Strategies, Patient Care Services at Cooperman Barnabas Medical Center from 2005 to 2014. [2] She has presented at national conferences on topics such as succession planning for nurse leadership and best practices for nursing recruitment and retention. [2] She is a current member of the American Organization of Nurse Executives and the New Jersey State Nurses Association. [2]
Provides strategic leadership and oversight for the hospital and works closely with other senior leaders to ensure the efficient and effective delivery of patient centered and outcomes. [13 from step 1] Has extensive experience driving growth and operational excellence and has a deep understanding of the evolving healthcare market. [13 from step 1]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 472 |
|---|
| FTE Employees on Payroll | 1292.89 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 16743 |
| Inpatient Days (Title XIX) | 6698 |
| Total Inpatient Days | 71497 |
| Bed Count | 259 |
| Available Bed Days | 94535 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2273 |
| Discharges (Title XIX) | 824 |
| Total Discharges | 14818 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 15822 |
| Inpatient Days (Title XIX; Adults & Peds) | 1549 |
| Total Inpatient Days (Adults & Peds) | 59317 |
| Bed Count (Adults & Peds) | 235 |
| Available Bed Days (Adults & Peds) | 85775 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2273 |
| Discharges (Title XIX; Adults & Peds) | 824 |
| Total Discharges (Adults & Peds) | 14818 |
| 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 challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients reported significant challenges with transitions between departments in the hospital. Patients reported concerns with being abel to have quiet rest in the hospital 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 | 53% |
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| 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 | |
| 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) | 200 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -6.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 25.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 29 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.5 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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 | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| 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 | 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 | No Different Than the National Rate |
| 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) | 0.509 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.163 |
| SSI SIR (Standardized Infection Ratio) | 0.285 |
| CDI SIR (Standardized Infection Ratio) | 0.129 |
| MRSA SIR (Standardized Infection Ratio) | 0.721 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $27,328 |
|---|---|
| Bad Debt Expense | $23,096 |
| Uncompensated Care Cost | $32,017 |
| Total Uncompensated Care | $56,488 |
| Total Salaries | $126,499 |
|---|---|
| Overhead Expenses (Non-Salary) | $244,967 |
| Depreciation Expense | $14,145 |
| Total Operating Costs | $328,694 |
| Inpatient Charges | $1,035,238 |
|---|---|
| Outpatient Charges | $658,237 |
| Total Patient Charges | $1,693,475 |
| Core Wage Costs | $27,833 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $126,008 |
| Contract Labor (Patient Care) | $15,080 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $5 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $49,199 |
| Allowance for Doubtful Accounts | $-17,067 |
| Inventory | $5,692 |
| Prepaid Expenses | $2,637 |
| Other Current Assets | $26,932 |
| Total Current Assets | $135,625 |
| Land Value | $459 |
|---|---|
| Land Improvements Value | $2,188 |
| Building Value | $190,875 |
| Leasehold Improvements | $337 |
| Fixed Equipment Value | $24,089 |
| Major Movable Equipment | $121,096 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $120,319 |
| Long-Term Investments | $1 |
|---|---|
| Other Assets | $4,444 |
| Total Other Assets | $4,445 |
| Total Assets | $260,389 |
| Accounts Payable | $24,853 |
|---|---|
| Salaries & Wages Payable | $12,221 |
| Payroll Taxes Payable | $1,454 |
| Short-Term Debt | |
| Deferred Revenue | $375 |
| Other Current Liabilities | $14,664 |
| Total Current Liabilities | $54,771 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $161,064 |
| Total Long-Term Liabilities | $161,064 |
| Total Liabilities | $215,834 |
| General Fund Balance | $44,555 |
|---|---|
| Total Fund Balances | $44,555 |
| Total Liabilities & Equity | $260,389 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $22,830 |
| DRG (Post-Oct 1) | $7,029 |
| Outlier Payments | |
| DSH Adjustment | $1,762 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $1,039,960 |
|---|---|
| Outpatient Revenue | $665,642 |
| Total Patient Revenue | $1,705,602 |
| Contractual Allowances & Discounts | $1,345,434 |
| Net Patient Revenue | $360,168 |
| Total Operating Expenses | $371,466 |
| Net Service Income | $-11,298 |
| Other Income | $10,966 |
| Total Income | $-332 |
| Other Expenses | |
| Net Income | $-332 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $68,018 |
| Medicaid Charges | $486,099 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |