Hackettstown Medical Center, located at 651 Willow Grove Street in Hackettstown, NJ, is dedicated to providing high-quality and innovative care close to home. As part of Atlantic Health System, the hospital offers a wide range of specialty services, including emergency care with a dedicated trauma area and fast-track options for minor issues, as well as comprehensive programs for cancer and heart care. Hackettstown Medical Center has received multiple awards and designations, including five-star ratings from Healthgrades for the treatment of heart attack, heart failure, sepsis, and stroke. The hospital also provides mental health care and addiction recovery services. With a focus on patient-centered care, Hackettstown Medical Center is committed to serving the health and well-being of the local community.
| Hospital Name | Hackettstown Medical Center |
|---|---|
| Facility ID | 310115 |
| Address | 651 WILLOW GROVE ST |
|---|---|
| City/Town | Hackettstown |
| State | NJ |
| ZIP Code | 7840 |
| County/Parish | WARREN |
| 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 |
Senior Vice President, Atlantic Health System. Directly responsible for overseeing all operations within the region and ensuring the quality, safety, and financial integrity of the hospitals and their ambulatory operations. Became embedded within the communities that Hackettstown and Newton serve and brings his wealth of knowledge as a community hospital leader since his arrival to Atlantic Health System in 2019.
Joined Atlantic Health System as chief medical officer for Hackettstown and Newton medical centers. Highly skilled physician executive with more than 15 years of experience in clinical care and medical staff leadership. Board-certified emergency medicine physician with national certifications in clinical practice. Strong reputation for being a change management champion using robust process improvement, fostering team engagement and promoting psychological safety, across disciplines and departments. Plays a pivotal role in supporting and advancing physician engagement, integration and alignment with both hospitals and within Atlantic Health System. Works to strengthen relationships between the organization and the medical staffs. Responsible for overseeing the quality and patient safety initiatives within both medical centers. Previously served as chief quality officer and associate chief medical officer at NYC Health + Hospitals/Kings County. Earned her Bachelor of Arts in chemistry from Brooklyn College, Doctor of Medicine and Master of Public Health at Robert Wood John Medical School, and a Master of Business Administration from Haslam College of Business at the University of Tennessee. Also a safety, quality, informatics and leadership fellow from Harvard School of Medicine, Institute for Healthcare Improvement improvement adviser, fellow of America's Essential Hospitals and Certified Lean Six Sigma Green Belt.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 148 |
|---|
| FTE Employees on Payroll | 477.4 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8455 |
| Inpatient Days (Title XIX) | 1328 |
| Total Inpatient Days | 18608 |
| Bed Count | 95 |
| Available Bed Days | 34675 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1615 |
| Discharges (Title XIX) | 100 |
| Total Discharges | 3727 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7560 |
| Inpatient Days (Title XIX; Adults & Peds) | 744 |
| Total Inpatient Days (Adults & Peds) | 16522 |
| Bed Count (Adults & Peds) | 87 |
| Available Bed Days (Adults & Peds) | 31755 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1615 |
| Discharges (Title XIX; Adults & Peds) | 100 |
| Total Discharges (Adults & Peds) | 3727 |
| 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 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 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 | 54% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | |
| 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) | 183 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 21.2 |
| 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 | 12.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.4 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.9 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | 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 | Number of Cases Too Small |
| 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) | 0.980 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.411 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.386 |
| MRSA SIR (Standardized Infection Ratio) | 1.669 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,868 |
|---|---|
| Bad Debt Expense | $901 |
| Uncompensated Care Cost | $2,026 |
| Total Uncompensated Care | $5,227 |
| Total Salaries | $47,992 |
|---|---|
| Overhead Expenses (Non-Salary) | $68,271 |
| Depreciation Expense | $5,744 |
| Total Operating Costs | $119,766 |
| Inpatient Charges | $385,695 |
|---|---|
| Outpatient Charges | $373,401 |
| Total Patient Charges | $759,095 |
| Core Wage Costs | $8,365 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $47,992 |
| Contract Labor (Patient Care) | $3,007 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $668 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $48,338 |
| Allowance for Doubtful Accounts | $-34,814 |
| Inventory | $1,969 |
| Prepaid Expenses | $21 |
| Other Current Assets | |
| Total Current Assets | $-39,183 |
| Land Value | $9,344 |
|---|---|
| Land Improvements Value | $1,646 |
| Building Value | $39,175 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $25,716 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $51,670 |
| Long-Term Investments | $1,866 |
|---|---|
| Other Assets | $10,966 |
| Total Other Assets | $12,832 |
| Total Assets | $25,320 |
| Accounts Payable | $5,018 |
|---|---|
| Salaries & Wages Payable | $1,191 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $4,088 |
| Total Current Liabilities | $10,298 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $7,618 |
| Total Long-Term Liabilities | $7,618 |
| Total Liabilities | $17,915 |
| General Fund Balance | $7,404 |
|---|---|
| Total Fund Balances | $7,404 |
| Total Liabilities & Equity | $25,320 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $13,153 |
| DRG (Post-Oct 1) | $4,945 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $399,860 |
|---|---|
| Outpatient Revenue | $374,025 |
| Total Patient Revenue | $773,884 |
| Contractual Allowances & Discounts | $654,294 |
| Net Patient Revenue | $119,590 |
| Total Operating Expenses | $116,263 |
| Net Service Income | $3,327 |
| Other Income | $1,807 |
| Total Income | $5,134 |
| Other Expenses | $142 |
| Net Income | $4,992 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,066 |
| Medicaid Charges | $84,530 |
| 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 |