Bergen New Bridge Medical Center

Bergen New Bridge Medical Center, located at 230 East Ridgewood Avenue in Paramus, NJ, is a clinical affiliate of Rutgers and a leading healthcare provider in the region. As the largest hospital and licensed nursing home in New Jersey and the fourth-largest publicly owned hospital in the nation, we offer high-quality, comprehensive services including acute and ambulatory care, mental health and substance use disorder treatment, and long-term care. Our full-service hospital features a 24/7 emergency department, surgical suites, physical rehabilitation, and a wide range of medical specialties. We are proud to be a Veterans Community Care Provider and a leader in LGBTQ Healthcare Equality, ensuring accessible and equitable care for all.

Identifiers

Hospital Name Bergen New Bridge Medical Center
Facility ID 310058

Location

Address 230 EAST RIDGEWOOD AVE
City/Town Paramus
State NJ
ZIP Code 7652
County/Parish BERGEN

Health System

Health System Independent
Health System Website Domain careplusnj.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 496
Health System Hospital Locations New Jersey

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Bergen County Improvement Authority
Emergency Services Yes

Deborah Visconi

President and Chief Executive Officer

President and CEO of Bergen New Bridge Medical Center since October 2017. [9, 11] Recognized for transforming the medical center. [11] Was the first New Jersey hospital CEO to receive the COVID-19 vaccine. [12]

Donnalee Corrieri

Chief Communications and Marketing Officer

NA

Darian Eletto

Chief Clinical Officer, Behavioral Health

NA

Geoffrey Gibson

Senior Vice President of Corporate Affairs, Chief Legal and Human Resources Officer

Also listed as General Counsel and Vice President of Legal Affairs. [4]

Shari Gold

Senior Vice President for Regulatory Compliance & Chief Quality and Equity Officer

NA

Ralph Iadarola

Senior Vice President for Finance, Strategy, Ambulatory Services, Analytics and Business Development, and Chief Financial Officer

NA

Kamal Jamal

Chief Nursing Officer and Vice President of Patient Care Services

NA

John Novak

Chief Information Officer, Vice President of Information Systems

NA

Julia Orlando

Vice President of Integrative Services

NA

Michael Paolello

Chief Clinical Officer, Substance Use Disorder Treatment

NA

Barbara Piascik

Chief Compliance Officer

NA

Katie Richardson

Senior Vice President Operations & Long Term Care Administrator

NA

Gian Varbaro, MD

Chief Medical Officer, Vice President Ambulatory Services

NA

Brian Williams

Vice President Support Services

NA

George Young

Vice President of Facility Operations

NA

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs Yes
Pediatric Residency Program No

Capacity & Services

Licensed Beds 496

Staffing & Personnel

FTE Employees on Payroll 1652.63
FTE Interns & Residents 28.76

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2353
Inpatient Days (Title XIX) 1108
Total Inpatient Days 18508
Bed Count 101
Available Bed Days 36865
Discharges (Title V) NA
Discharges (Title XVIII) 384
Discharges (Title XIX) 316
Total Discharges 4565

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2109
Inpatient Days (Title XIX; Adults & Peds) 1086
Total Inpatient Days (Adults & Peds) 17771
Bed Count (Adults & Peds) 92
Available Bed Days (Adults & Peds) 33580
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 384
Discharges (Title XIX; Adults & Peds) 316
Total Discharges (Adults & Peds) 4565

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours.
Care Quality Concerns Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 53%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
Mortality Group – Death Rate for Heart Failure Patients
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients
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
Mortality Group – Postoperative Respiratory Failure Rate
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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 143

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients 113.4
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 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 Not Available
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 Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.9
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Number of Cases Too Small
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 Not Available
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery Number of cases too small
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 Number of Cases Too Small
Readmission Group Heart Failure (HF) 30-Day Readmission Rate Number of Cases Too Small
Readmission Group Rate of Readmission After Hip/Knee Replacement Not Available
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.662
CAUTI SIR (Standardized Infection Ratio) 0.523
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) 0.176
MRSA SIR (Standardized Infection Ratio) 0.620

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $37,812
Bad Debt Expense $11,960
Uncompensated Care Cost $41,067
Total Uncompensated Care $41,067

Operating Expenses ($ thousands)

Total Salaries $128,959
Overhead Expenses (Non-Salary) $119,742
Depreciation Expense $6,193
Total Operating Costs $214,428

Charges ($ thousands)

Inpatient Charges $679,154
Outpatient Charges $144,495
Total Patient Charges $823,649

Wage-Related Details ($ thousands)

Core Wage Costs $15,478
Wage Costs (RHC/FQHC)
Adjusted Salaries $128,959
Contract Labor (Patient Care)
Wage Costs (Part A Teaching) $58
Wage Costs (Interns & Residents) $604

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $8,329
Short-Term Investments $592
Notes Receivable
Accounts Receivable $18,924
Allowance for Doubtful Accounts
Inventory $2,027
Prepaid Expenses $2,949
Other Current Assets $5,077
Total Current Assets $62,310

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value
Leasehold Improvements $3,821
Fixed Equipment Value
Major Movable Equipment $3,057
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $6,466

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets
Total Other Assets
Total Assets $68,776

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $20,244
Salaries & Wages Payable $10,812
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $1,674
Other Current Liabilities
Total Current Liabilities $61,995

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $10,000
Unsecured Loans
Other Long-Term Liabilities $415
Total Long-Term Liabilities $10,415
Total Liabilities $72,410

Balance Sheet – Equity ($ thousands)

General Fund Balance $-8,711
Total Fund Balances $-3,633
Total Liabilities & Equity $68,776

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $2,925
DRG (Post-Oct 1) $790
Outlier Payments
DSH Adjustment $484
Eligible DSH % $0
Simulated MC Payments $2,749
Total IME Payments $273

Revenue & Income Statement ($ thousands)

Inpatient Revenue $680,635
Outpatient Revenue $157,737
Total Patient Revenue $838,372
Contractual Allowances & Discounts $651,399
Net Patient Revenue $186,973
Total Operating Expenses $260,661
Net Service Income $-73,687
Other Income $77,979
Total Income $4,292
Other Expenses $1,287
Net Income $3,005

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $61,075
Medicaid Charges $366,716
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Altera Paragon
EHR Version Paragon
EHR is Changing No

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No