Cooper University Hospital

Located at 1 Cooper Plaza in Camden, NJ, Cooper University Hospital is a leading academic health system and the only Level 1 Trauma Center in South Jersey. As a teaching hospital and biomedical research facility affiliated with Cooper Medical School of Rowan University, Cooper is dedicated to providing advanced, compassionate care. With over 800 physicians practicing across more than 75 specialties, Cooper offers a comprehensive range of medical services, including specialized institutes for heart, neurological, and orthopedic care. Additionally, Cooper is home to the MD Anderson Cancer Center at Cooper, which utilizes a multidisciplinary approach to cancer care.

Identifiers

Hospital Name Cooper University Hospital
Facility ID 310014

Location

Address 1 COOPER PLAZA
City/Town Camden
State NJ
ZIP Code 8103
County/Parish CAMDEN

Health System

Health System Cooper University Health Care
Health System Website Domain cooperhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 2
Health System Total Beds 905
Health System Hospital Locations New Jersey

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Cooper University Health Care
Emergency Services Yes

George E. Norcross III

Chairman of the Board of Trustees

Serves as Executive Chairman of Conner Strong & Buckelew. Has been the head of Conner Strong & Buckelew and predecessor companies since founding the firm in 1979. Serves as Chairman of the Board of Trustees of the Cooper Health System, Cooper University Hospital, and MD Anderson Cancer Center at Cooper. Has served as a Trustee of Cooper University Hospital since 1990. [3]

Kevin M. O'Dowd, JD

Co-President/CEO

Co-President/CEO of Cooper University Health Care, overseeing all strategic direction and day-to-day functions and operations of the health system. From December 2014 to March 2018, served as Senior Executive Vice President and Chief Administrative Officer for Cooper University Health Care. Previously chief of staff to former New Jersey Gov. Chris Christie. [3, 5, 11]

Anthony J. Mazzarelli, MD, JD, MBE

Co-President/CEO

Co-President/CEO of Cooper University Health Care. Has had various roles at Cooper since his arrival in 1999. Most recent role prior to being named Co-President/CEO was as Chief Physician Executive and Senior Executive Vice President, with oversight of Quality and Patient Safety for the health system and oversight of Cooper’s practice plan. [3, 5, 6, 11]

Residency Programs

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

Capacity & Services

Licensed Beds 663

Staffing & Personnel

FTE Employees on Payroll 5303.04
FTE Interns & Residents 378.19

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 41963
Inpatient Days (Title XIX) 8746
Total Inpatient Days 189123
Bed Count 580
Available Bed Days 211791
Discharges (Title V) NA
Discharges (Title XVIII) 6530
Discharges (Title XIX) 1344
Total Discharges 31383

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 35071
Inpatient Days (Title XIX; Adults & Peds) 6991
Total Inpatient Days (Adults & Peds) 147206
Bed Count (Adults & Peds) 479
Available Bed Days (Adults & Peds) 174835
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 6530
Discharges (Title XIX; Adults & Peds) 1344
Total Discharges (Adults & Peds) 31383

Quality Summary

Care Quality Stengths Average overall patient satisfaction.
Care Quality Concerns Patients report that the care team can be slow at times in meeting 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 failure 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 66%

Mortality Group Indicators

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 Worse 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 Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 202

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 11.9
Readmission Score Hospital Return Days for Heart Failure Patients 26.3
Readmission Score Hospital Return Days for Pneumonia Patients -10.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 15.2
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 12.3
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.8
Readmission Score Rate of Readmission for CABG 10.5
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 22.3
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.4
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 Average Days 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.898
CAUTI SIR (Standardized Infection Ratio) 1.011
SSI SIR (Standardized Infection Ratio) 1.182
CDI SIR (Standardized Infection Ratio) 0.855
MRSA SIR (Standardized Infection Ratio) 1.761

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $25,332
Bad Debt Expense $30,438
Uncompensated Care Cost $31,450
Total Uncompensated Care $62,863

Operating Expenses ($ thousands)

Total Salaries $480,066
Overhead Expenses (Non-Salary) $922,450
Depreciation Expense $58,714
Total Operating Costs $1,108,581

Charges ($ thousands)

Inpatient Charges $3,323,325
Outpatient Charges $2,463,980
Total Patient Charges $5,787,305

Wage-Related Details ($ thousands)

Core Wage Costs $108,128
Wage Costs (RHC/FQHC)
Adjusted Salaries $595,154
Contract Labor (Patient Care) $34,688
Wage Costs (Part A Teaching) $10,934
Wage Costs (Interns & Residents) $7,418

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $620,652
Short-Term Investments
Notes Receivable
Accounts Receivable $158,531
Allowance for Doubtful Accounts
Inventory $22,350
Prepaid Expenses $15,222
Other Current Assets $27,524
Total Current Assets $796,653

Balance Sheet – Fixed Assets ($ thousands)

Land Value $9,869
Land Improvements Value $1,277
Building Value $330,767
Leasehold Improvements $506,655
Fixed Equipment Value $127,094
Major Movable Equipment $-239,262
Minor Depreciable Equipment $-17,051
Health IT Assets
Total Fixed Assets $684,599

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $931
Other Assets $504,846
Total Other Assets $505,777
Total Assets $1,987,029

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $89,413
Salaries & Wages Payable $-10,779
Payroll Taxes Payable $138,804
Short-Term Debt $48,994
Deferred Revenue
Other Current Liabilities $57,887
Total Current Liabilities $324,319

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $220,530
Unsecured Loans
Other Long-Term Liabilities $296,840
Total Long-Term Liabilities $517,370
Total Liabilities $841,689

Balance Sheet – Equity ($ thousands)

General Fund Balance $1,145,340
Total Fund Balances $1,145,340
Total Liabilities & Equity $1,987,029

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $77,927
DRG (Post-Oct 1) $26,829
Outlier Payments
DSH Adjustment $6,914
Eligible DSH % $0
Simulated MC Payments $77,610
Total IME Payments $20,103

Revenue & Income Statement ($ thousands)

Inpatient Revenue $3,359,541
Outpatient Revenue $2,545,601
Total Patient Revenue $5,905,142
Contractual Allowances & Discounts $4,473,335
Net Patient Revenue $1,431,807
Total Operating Expenses $1,402,516
Net Service Income $29,291
Other Income $122,197
Total Income $151,488
Other Expenses
Net Income $151,488

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $245,929
Medicaid Charges $1,511,548
Net CHIP Revenue $90
CHIP Charges $497

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Infor
ERP Version Cloudsuite
EHR is Changing No