Community Medical Center, located in Toms River, NJ, is Ocean County's largest and most active healthcare facility, offering cutting-edge medical care since 1961. As a fully accredited acute care hospital and part of RWJBarnabas Health, we provide a comprehensive array of services, including advanced cancer care in partnership with Rutgers Cancer Institute, state-of-the-art neurology and cardiac care, and robotic surgery. Our commitment to quality and excellence in patient care is evident in our numerous awards and accreditations, including recognition for superior clinical outcomes in joint replacement and orthopedic surgery. We strive to exceed expectations by providing a healing environment where patients are treated with respect, dignity, and sensitivity.
| Hospital Name | Community Medical Center |
|---|---|
| Facility ID | 310041 |
| Address | 99 RT 37 WEST |
|---|---|
| City/Town | Toms River |
| State | NJ |
| ZIP Code | 8755 |
| 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 |
Featured in a news update discussing hospital construction projects, the residency program, and recent accomplishments at Community Medical Center. [9]
Named COO in March 2024. Has experience within the RWJBarnabas Health system, previously serving as the Southern Region senior vice president for service line and practice integration, supporting the operation and integration of six Southern Region hospitals and collaboration with Rutgers University. Led initiatives reducing long-term admissions and unnecessary patient days. Collaborated on the development of the first joint Graduate Medical Education Strategic Plan. [6]
Member of the Senior Leadership Team overseeing all functions of the Nursing Division. Previously worked at Montefiore Medical Center in Critical Care, Emergency, Psychiatry, and Education. Joined Community Medical Center in 2002 as Director of Patient Care for the Intensive Care Units. Transitioned to a leadership role for the Emergency Department and expanded Cardiovascular and Neurological Services. Has held multiple Nurse Executive positions at Community Medical Center and driven high-quality patient care. Accepted the CNO responsibility in 2016. Received her Bachelor of Science Degree from Lehman College and a Master of Science in Nursing from Pace University. Holds numerous certifications including CCRN, Certified Emergency Nurse, and Clinical Nurse Specialist in Psychiatry, and is a Board Certified Nurse Executive, Advanced. [7]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 592 |
|---|
| FTE Employees on Payroll | 1981.85 |
|---|---|
| FTE Interns & Residents | 36.73 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 52149 |
| Inpatient Days (Title XIX) | 2780 |
| Total Inpatient Days | 113718 |
| Bed Count | 412 |
| Available Bed Days | 150380 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 8387 |
| Discharges (Title XIX) | 282 |
| Total Discharges | 21611 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 48050 |
| Inpatient Days (Title XIX; Adults & Peds) | 454 |
| Total Inpatient Days (Adults & Peds) | 60914 |
| Bed Count (Adults & Peds) | 235 |
| Available Bed Days (Adults & Peds) | 85775 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 8387 |
| Discharges (Title XIX; Adults & Peds) | 282 |
| Total Discharges (Adults & Peds) | 21611 |
| Care Quality Stengths | 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. 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 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 | 51% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | Worse 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 | Worse 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 198 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 18.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 48.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 41.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.9 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.9 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.4 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 15.5 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 21 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 23.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 19.2 |
| 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 | Worse 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 | Worse 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 | Worse Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.817 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.173 |
| SSI SIR (Standardized Infection Ratio) | 0.617 |
| CDI SIR (Standardized Infection Ratio) | 0.280 |
| MRSA SIR (Standardized Infection Ratio) | 0.815 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $8,505 |
|---|---|
| Bad Debt Expense | $17,615 |
| Uncompensated Care Cost | $12,030 |
| Total Uncompensated Care | $18,780 |
| Total Salaries | $173,117 |
|---|---|
| Overhead Expenses (Non-Salary) | $325,313 |
| Depreciation Expense | $17,971 |
| Total Operating Costs | $432,644 |
| Inpatient Charges | $1,588,765 |
|---|---|
| Outpatient Charges | $797,009 |
| Total Patient Charges | $2,385,774 |
| Core Wage Costs | $46,083 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $172,897 |
| Contract Labor (Patient Care) | $8,803 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $275 |
| Cash & Bank Balances | $10 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $61,764 |
| Allowance for Doubtful Accounts | $-15,018 |
| Inventory | $9,414 |
| Prepaid Expenses | $3,706 |
| Other Current Assets | $8,348 |
| Total Current Assets | $369,277 |
| Land Value | $199 |
|---|---|
| Land Improvements Value | $2,930 |
| Building Value | $304,534 |
| Leasehold Improvements | $5,184 |
| Fixed Equipment Value | $77,361 |
| Major Movable Equipment | $152,480 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $212,057 |
| Long-Term Investments | $1 |
|---|---|
| Other Assets | $26,095 |
| Total Other Assets | $26,095 |
| Total Assets | $607,429 |
| Accounts Payable | $20,255 |
|---|---|
| Salaries & Wages Payable | $17,349 |
| Payroll Taxes Payable | $1,715 |
| Short-Term Debt | |
| Deferred Revenue | $2,308 |
| Other Current Liabilities | $25,545 |
| Total Current Liabilities | $70,696 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $171,577 |
| Total Long-Term Liabilities | $171,577 |
| Total Liabilities | $242,273 |
| General Fund Balance | $365,156 |
|---|---|
| Total Fund Balances | $365,156 |
| Total Liabilities & Equity | $607,429 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $70,023 |
| DRG (Post-Oct 1) | $23,642 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $49,466 |
| Total IME Payments | $4,460 |
| Inpatient Revenue | $1,604,689 |
|---|---|
| Outpatient Revenue | $822,000 |
| Total Patient Revenue | $2,426,689 |
| Contractual Allowances & Discounts | $1,968,321 |
| Net Patient Revenue | $458,368 |
| Total Operating Expenses | $498,430 |
| Net Service Income | $-40,062 |
| Other Income | $11,211 |
| Total Income | $-28,851 |
| Other Expenses | |
| Net Income | $-28,851 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $40,390 |
| Medicaid Charges | $276,079 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |