Morristown Medical Center, located at 100 Madison Ave in Morristown, NJ, is a nationally recognized, 735-bed non-profit tertiary research and academic medical center and Level I Regional Trauma Center. As the flagship facility of Atlantic Health System, we offer world-class care with top specialists in cardiovascular medicine, orthopedics, cancer care, emergency services, and more. Our Gagnon Cardiovascular Institute is a leading center for cardiac surgery, and we are proud to be recognized for excellence in nursing and patient care. We are committed to providing innovative treatments and compassionate care to our community.
| Hospital Name | Morristown Medical Center |
|---|---|
| Facility ID | 310015 |
| Address | 100 MADISON AVE |
|---|---|
| City/Town | Morristown |
| State | NJ |
| ZIP Code | 7960 |
| County/Parish | MORRIS |
| Health System | Atlantic Health System |
|---|---|
| Health System Website Domain | atlantichealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 2077 |
| Health System Hospital Locations | New Jersey |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Atlantic Health System |
| Emergency Services | Yes |
Trish O'Keefe, PhD, RN, is Senior Vice President and Chief Nurse Executive, Atlantic Health System, and President, Morristown Medical Center. [3] She began her career in 1981 as a nurse at then-Morristown Memorial Hospital and has held roles of increasing responsibility. [14, 25] Under her leadership, Morristown Medical Center was ranked the number one hospital in New Jersey by U.S. News & World Report for five consecutive years and is the only hospital in New Jersey named one of America's '50 Best Hospitals' for nine consecutive years by Healthgrades. [3] She was instrumental in the medical center's designation as an American Nurses Credentialing Center Magnet Hospital for Nursing Excellence six consecutive times. [3] She is a noted presenter on national and regional stages on topics such as leading through a crisis, redesigning healthcare, empowerment and shared governance models, resiliency in leadership, nursing's role in ACOs, geriatric care and medication management, and care for the caregiver. [3]
Stanley B. Fiel, MD, FACP, FCCP, is the Chief Medical Officer of Morristown Medical Center. [9] He was officially named to this role after serving as interim CMO since May 2022. [5, 7] Dr. Fiel has served as the chairman for the Department of Medicine and as a leading physician at Morristown Medical Center for nearly 20 years. [7, 9] He is also Professor of Medicine at Sidney Kimmel Medical College at Thomas Jefferson University and is an experienced and accomplished clinician, educator, and researcher. [7, 9] He completed his medical degree at the Medical College of Pennsylvania and his postgraduate training at Temple University Hospital and the Hospital of the University of Pennsylvania. [9, 27]
Brandee Fetherman, MSN, RN, CENP, CCRN-K, is the Chief Nursing Officer for Morristown Medical Center. [8] She was promoted to this role in October 2021. [6, 15] With over 20 years of experience, she oversees the overall delivery of nursing care, nursing education and professional development, nursing innovation and research, patient flow, and engagement for patient satisfaction. [8] She has held leadership positions in critical care, medicine, trauma, and neurology since joining Morristown Medical Center in 2001. [8] She holds a Master of Science in Nursing from Drexel University, a Bachelor of Science in Nursing from Ramapo College, and a Diploma of Nursing from The Mountainside Hospital School of Nursing. [6, 8]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 735 |
|---|
| FTE Employees on Payroll | 4902.34 |
|---|---|
| FTE Interns & Residents | 204.02 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 70686 |
| Inpatient Days (Title XIX) | 12293 |
| Total Inpatient Days | 213369 |
| Bed Count | 705 |
| Available Bed Days | 257402 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 12163 |
| Discharges (Title XIX) | 1757 |
| Total Discharges | 42074 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 64732 |
| Inpatient Days (Title XIX; Adults & Peds) | 12293 |
| Total Inpatient Days (Adults & Peds) | 170828 |
| Bed Count (Adults & Peds) | 591 |
| Available Bed Days (Adults & Peds) | 215700 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 12163 |
| Discharges (Title XIX; Adults & Peds) | 1757 |
| Total Discharges (Adults & Peds) | 42074 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| 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 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 | 81% |
|---|
| 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | Better 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 | Better Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | Better 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) | 262 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -19.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -8.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 26.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.6 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 11.4 |
| Readmission Score Rate of Readmission for CABG | 9.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 16.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Fewer 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 | 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 | Better than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Better 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 | Better Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Better Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.440 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.476 |
| SSI SIR (Standardized Infection Ratio) | 0.742 |
| CDI SIR (Standardized Infection Ratio) | 0.308 |
| MRSA SIR (Standardized Infection Ratio) | 0.532 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $16,868 |
|---|---|
| Bad Debt Expense | $20,582 |
| Uncompensated Care Cost | $21,093 |
| Total Uncompensated Care | $48,112 |
| Total Salaries | $578,401 |
|---|---|
| Overhead Expenses (Non-Salary) | $946,216 |
| Depreciation Expense | $98,964 |
| Total Operating Costs | $1,494,529 |
| Inpatient Charges | $4,150,047 |
|---|---|
| Outpatient Charges | $3,496,730 |
| Total Patient Charges | $7,646,776 |
| Core Wage Costs | $115,025 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $583,322 |
| Contract Labor (Patient Care) | $40,900 |
| Wage Costs (Part A Teaching) | $85 |
| Wage Costs (Interns & Residents) | $3,674 |
| Cash & Bank Balances | $660,289 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $509,355 |
| Allowance for Doubtful Accounts | $-329,627 |
| Inventory | $9,530 |
| Prepaid Expenses | $3,043 |
| Other Current Assets | $4,381 |
| Total Current Assets | $1,746,611 |
| Land Value | $30,205 |
|---|---|
| Land Improvements Value | $1,426 |
| Building Value | $1,066,210 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $509,436 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $588,066 |
| Long-Term Investments | $69,327 |
|---|---|
| Other Assets | $2,701,968 |
| Total Other Assets | $2,771,294 |
| Total Assets | $5,105,972 |
| Accounts Payable | $164,851 |
|---|---|
| Salaries & Wages Payable | $17,756 |
| Payroll Taxes Payable | $22,650 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $175,974 |
| Total Current Liabilities | $381,231 |
| Mortgage Debt | $1,354,518 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $413,711 |
| Total Long-Term Liabilities | $1,768,229 |
| Total Liabilities | $2,149,461 |
| General Fund Balance | $2,956,511 |
|---|---|
| Total Fund Balances | $2,956,511 |
| Total Liabilities & Equity | $5,105,972 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $148,308 |
| DRG (Post-Oct 1) | $50,935 |
| Outlier Payments | |
| DSH Adjustment | $1,818 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $90,976 |
| Total IME Payments | $21,748 |
| Inpatient Revenue | $4,299,478 |
|---|---|
| Outpatient Revenue | $3,538,476 |
| Total Patient Revenue | $7,837,954 |
| Contractual Allowances & Discounts | $6,138,805 |
| Net Patient Revenue | $1,699,149 |
| Total Operating Expenses | $1,524,617 |
| Net Service Income | $174,532 |
| Other Income | $75,840 |
| Total Income | $250,372 |
| Other Expenses | $434,080 |
| Net Income | $-183,708 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $111,828 |
| Medicaid Charges | $749,177 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |