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CJW Medical Center

General Info

Our General Information includes locations, prices, facility size and other information to get you started comparing facilities.
Address:
7101 Jahnke Road
Richmond, VA 23225
Get Directions

  (804) 483-0000
Administrator:
Lance Jones
CEO
For Consumer Inquiries:
Dustin Fosness (CFO)
dustin.fosness@hcahealthcare.com
  (804) 483-0813

Medicare Provider Number: 490112

Parent Company: HCA Healthcare Capital Division

Tax Status: Proprietary

Teaching Status: None

Facility Comments: CJW Medical Center is comprised of the Chippenham campus on Jahnke Rd and the Johnston-Willis campus at 1401 Johnston-Willis Drive. See www.healthgrades.com for list of America's 50 Best Hospitals. Working Mother magazine-named one of the Top 100 Companies for Working Mothers. Ranked Best (#1) in Virginia for Heart Surgery – 2007-Healthgrades. Ranked Best (#1) in Virginia for Cardiology Services – 2007-Healthgrades. Only Hospital in the Richmond Area to Receive the HealthGrades 2006/2007 Maternity Care Excellence Award™. Ranked Among the Top 10% in the Nation for Overall Pulmonary Services for 2 years in a row – 2006-2007-Healthgrades. Recipient of HealthGrades Distinguished Hospital Award for Clinical Excellence™ four years in a row (2003-2006)

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Website: www.chippenhammed.com
Financial Assistance www.chippenhammed.com/patient-financial/index.dot?page_name=uninsured_discount
For Quotes on Elective Procedures per Virginia law §32.1-137.05, contact Chippenham and Johnston-Willis Hospitals Customer Service www.chippenhammed.com/patient-financial/?page_name=insurance_decision

Hospital Stays


For Fiscal year 1/1/2023 - 12/31/2023
Licensed beds758
Total Licensed beds758
Staffed beds806
CON approved levelGeneral
Patient days205,926
Admissions37,856
Full-time equivalents - Payroll2,350.0
Full-time equivalents - Contract359.4

Virginia Trauma System

Level I Virginia Designated Trauma Center

Level I trauma centers have an organized trauma response and are required to provide total care for every aspect of injury, from prevention through rehabilitation. These facilities must have adequate depth of resources and personnel with the capability of providing leadership, education, research, and system planning.

Read more at: Virginia Department of Health

Updated on: 3/26/2025

Efficiency Indicators

For Fiscal Year 1/1/2023 - 12/31/2023

Composite Score (Lower is better)
More efficient
1.4 
1.9
Less efficient
 3.5
What are Efficiency Indicators?

Charges

Indicator Description Quartile Rank 1 through 4
1 Gross Revenue Per Adjusted Admission: The average full patient charge based on charge schedules per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.
QuartileMin.Max.
1 24,804.68 40,168.46
2 40,168.46 49,123.93
3 49,123.93 61,663.96
4 61,663.96 153,206.12
(lower is better)
24,804.68 
151,882.83
.
4
 153,206.12
2 Net Revenue Per Adjusted Admission: The average dollar amount expected to be collected per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.
QuartileMin.Max.
1 7,598.35 11,385.97
2 11,385.97 12,726.34
3 12,726.34 14,983.24
4 14,983.24 22,864.40
(lower is better)
7,598.35 
15,542.34
.
4
 22,864.40

Costs

Indicator Description Quartile Rank 1 through 4
3 Cost Per Adjusted Admission: The average total operating costs (adjusted by the wage index) per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.
QuartileMin.Max.
1 6,752.12 10,604.05
2 10,604.05 11,834.47
3 11,834.47 13,940.63
4 13,940.63 23,369.86
(lower is better)
6,752.12 
11,128.41
.
2
 23,369.86
4 Labor Cost Per Adjusted Admission: The average personnel expenses (adjusted by the wage index) per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.
QuartileMin.Max.
1 1,886.31 4,383.13
2 4,383.13 5,370.62
3 5,370.62 6,499.59
4 6,499.59 14,063.72
(lower is better)
1,886.31 
4,427.54
.
2
 14,063.72
5 Non-labor Cost Per Adjusted Admission: The average supply, maintenance and non-personnel expenses (adjusted by the wage index) per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.
QuartileMin.Max.
1 2,711.26 4,296.01
2 4,296.01 4,993.54
3 4,993.54 6,064.94
4 6,064.94 10,108.24
(lower is better)
2,711.26 
3,639.28
.
1
 10,108.24
6 Capital Cost Per Adjusted Admission: The average physical facility costs (e.g., expenses for depreciation, amortization, interest, insurance and taxes as related to the acquisition of permanent assets) per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.
QuartileMin.Max.
1 -2,031.26 510.22
2 510.22 719.34
3 719.34 964.67
4 964.67 2,422.39
(lower is better)
-2,031.26 
782.87
.
3
 2,422.39

Productivity/Utilization

Indicator Description Quartile Rank 1 through 4
7 Full-time Equivalents Per Adjusted Occupied Bed: The number of staff, converted to the average number of employees who work full time, for each occupied bed. The number of occupied beds has been adjusted to account for outpatient service revenue and case mix. The desired direction is toward a lower value.
QuartileMin.Max.
1 0.88 2.97
2 2.97 3.75
3 3.75 4.34
4 4.34 6.20
(lower is better)
0.88 
2.39
.
1
 6.20
8 Paid Hours Per Adjusted Admission: The average number of hours the hospital paid to employees or an agency, per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.
QuartileMin.Max.
1 37.04 73.30
2 73.30 90.91
3 90.91 112.20
4 112.20 202.77
(lower is better)
37.04 
74.10
.
2
 202.77
9 Staffed Beds Occupancy: Expressed as a percentage, the average utilization of the average number of beds, excluding long-term care beds and normal newborn bassinets, that are operational to receive patients during the reporting period. The desired direction is toward a higher value.
QuartileMax.Min.
1 99.30 81.08
2 81.08 64.23
3 64.23 50.83
4 50.83 10.12
(higher is better)
99.30 
72.52
.
2
 10.12
10 Licensed Beds Occupancy: Expressed as a percentage, the average utilization of the number of licensed beds reported by the facility, as approved by the Virginia Department of Health. For hospitals, licensed beds exclude normal newborn bassinets, but include neonatal ICU bassinets. The desired direction is toward a higher value.
QuartileMax.Min.
1 94.87 67.20
2 67.20 49.41
3 49.41 30.39
4 30.39 8.53
(higher is better)
94.87 
74.43
.
1
 8.53
11 Special Services Utilization: Expressed as a percentage, the average utilization of high capital-cost services that are subject to Certificate of Public Need (COPN) law. Special services include: ICU/CCU, obstetrics, neonatal ICU, MRI, CT, lithotripsy, cardiac catheterization, radiation therapy and cardiac surgery. The desired direction is toward a higher value.
QuartileMax.Min.
1 125.12 80.21
2 80.21 67.14
3 67.14 54.94
4 54.94 25.74
(higher is better)
125.12 
74.88
.
2
 25.74
12 Case-mix Adjusted Average Length of Stay: The average number of days a patient stays in the hospital, adjusted for case mix using the current version of the 3M APR-DRGs. The desired direction is toward a lower value.
QuartileMin.Max.
1 3.26 4.17
2 4.17 4.50
3 4.50 5.04
4 5.04 11.68
(lower is better)
3.26 
4.79
.
3
 11.68

Financial Viability

Indicator Description Quartile Rank 1 through 4
13 Cash Debt Coverage: A measure of the facility's ability to generate cash to cover its long-term debt. The desired direction is toward a higher value.
QuartileMax.Min.
1 388.07 6.32
2 6.32 0.00
3 0.00 0.00
4 0.00 -322.37
(higher is better)
388.07 
388.07
.
1
 -322.37
14 Total Margin: Total margin expresses the difference between total revenue and cost as a proportion of total revenue. The desired direction is towards a higher value.
QuartileMax.Min.
1 36.35 14.28
2 14.28 10.00
3 10.00 3.80
4 3.80 -35.96
(higher is better)
36.35 
28.58
.
1
 -35.96
15 Return on Assets: Expressed as a percentage, the facility's ability to generate cash on its financial resources (e.g., investments, receivables, inventory, physical plant, etc.) The desired direction is toward a higher value.
QuartileMax.Min.
1 49.19 10.82
2 10.82 4.51
3 4.51 1.57
4 1.57 -120.70
(higher is better)
49.19 
26.36
.
1
 -120.70
16 Fixed Asset Financing Ratio: The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.
QuartileMin.Max.
1 0.00 0.04
2 0.04 0.12
3 0.12 0.69
4 0.69 3.47
(lower is better)
0.00 
0.02
.
1
 3.47

Community Support

Indicator Description Quartile Rank 1 through 4
17 Charity Care, Bad Debt and Taxes: Expressed as a percentage, the amount of charity care (converted to a cost basis,) bad debt and taxes the facility incurred in relation to its total expenses. The desired direction is toward a higher value.
QuartileMax.Min.
1 30.90 10.34
2 10.34 9.04
3 9.04 7.58
4 7.58 -4.96
(higher is better)
30.90 
22.95
.
1
 -4.96
18 Medicaid Participation: Expressed as a percentage, it is the amount of patient days for patients enrolled in the Medicaid program in relation to total patient days. The number of patient days has been adjusted to account for outpatient service revenue. The desired direction is toward a higher value.
QuartileMax.Min.
1 59.52 22.40
2 22.40 19.49
3 19.49 16.86
4 16.86 1.63
(higher is better)
59.52 
24.60
.
1
 1.63

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Updated on: 3/26/2025

Financial Information

For Fiscal Year 1/1/2023 - 12/31/2023
Why is this important?
Hospital financial information was originally intended to benefit of large employers and purchasers of care.
However, consumers should know that financially healthy hospitals may be better able to provide charity care and invest in infrastructure, and technology. Rankings on financial measures are found within the Efficiency tab.

Revenue

  • Gross patient revenue $10,527,250,615
  • Contractual allowance $9,276,471,850
  • Charity care $122,622,715
  • Bad Debt $50,890,448
  • Net patient revenue $1,077,265,602
  • Other operating revenue $2,758,872

Expense

  • Labor$306,880,238
  • Non-labor$252,244,461
  • Capital$47,881,111
  • Taxes$164,322,850
  • Total expense$771,328,660
  • .
  • Operating income$308,695,814
  • Net non-operating gains (loss)$0
  • Revenue and gains
    in excess of expenses and losses$308,695,814

Balance Sheet

  • Current assets$163,579,564
  • Net fixed assets$233,892,656
  • Other assets$1,267,966,121
  • Total assets$1,665,438,341
  • .
  • Current liabilities$147,700,589
  • Long term liabilities$4,795,234
  • Total liabilities$152,495,823
  • Net worth$1,512,942,518
Click here for more information on operating and total margins.
Updated on: 3/26/2025

2023 Outpatient Tests and Surgery Report

Tests and Surgery Sub Group Number of Cases Performed in 2023 Cases Median Charge Statewide Median Charge
Colonoscopy Diagnostic 479 $13,900 $5,031
Colonoscopy Therapeutic 3696 $19,110 $6,683
General Laparoscopic Procedures OTHER 397 $115,815 $34,612
Breast Surgery Diagnostic too few to calculate too few to calculate $14,241
Breast Surgery Repair/Reconstruction/Cosmetic PXS 469 $145,862 $41,248
Breast Surgery Therapeutic 158 $59,847 $17,717
Hernia Repair Children 21 $55,622 $20,832
Hernia Repair Infants 12 $80,334 $28,241
Hernia Repair OTHER 120 $60,328 $21,583
Hernia Repair Unspecified Age too few to calculate too few to calculate $28,008
Liposuction Trunk Extremity too few to calculate too few to calculate $16,585
Facial Surgery Eyes Only too few to calculate too few to calculate $17,342
Facial Surgery Face & Eyes too few to calculate too few to calculate $9,127
Knee Surgery (Arthroscopy) Knee Surgery (Arthroscopy) 72 $92,312 $22,646
Other Gynecological Procedures D&C/Removal Fibroids 313 $105,306 $23,304
Other Gynecological Procedures Fertility Related too few to calculate too few to calculate $16,236
Other Gynecological Procedures Removal Adhesions 153 $129,329 $35,326
Gallbladder Removal Cholecystectomy 570 $106,582 $31,266
General Laparoscopic Procedures General Laparoscopy 137 $101,162 $29,710

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Updated on: 7/30/2024

Patient Satisfaction Survey

Patient Survey Collection Dates: July 2020 - Mar 2021
Released in Jan 26, 2022
Note: Some quarterly refreshed measures that would have included 1st quarter and/or 2nd quarter 2020 data will not be updated in April 2021 and will continue to display the same data that was reported in October 2020 due to the COVID-19 pandemic. For more information, please reference https://qualitynet.cms.gov/inpatient/notifications (2020-111-IP)

CJW Medical Center's Overall

How do patients rate the hospital overall?
Hospital
70 %
20 %
10 %
VA
70 %
21 %
9 %
US
73 %
19 %
8 %
Would patients recommend the hospital to friends and family?
Hospital
71 %
23 %
6 %
VA
69 %
25 %
6 %
US
71 %
24 %
5 %

CJW Medical Center's Comfort

How often were the patients rooms and bathrooms kept clean?
Hospital
68 %
20 %
12 %
VA
70 %
19 %
11 %
US
73 %
18 %
9 %
How often did patients receive help quickly from hospital staff?
Hospital
53 %
32 %
15 %
VA
62 %
26 %
12 %
US
67 %
23 %
10 %
How often was the area around patients rooms kept quiet at night?
Hospital
54 %
33 %
13 %
VA
61 %
29 %
10 %
US
63 %
27 %
10 %
How often did nurses communicate well with patients?
Hospital
77 %
18 %
5 %
VA
79 %
16 %
5 %
US
80 %
15 %
5 %

CJW Medical Center's Communication

How often did doctors communicate well with patients?
Hospital
78 %
17 %
5 %
VA
79 %
16 %
5 %
US
81 %
14 %
5 %
How often did staff explain about medicines before giving them to patients?
Hospital
56 %
22 %
22 %
VA
61 %
19 %
20 %
US
63 %
18 %
19 %
Were patients given information about what to do during their recovery at home?
Hospital
83 %
17 %
VA
87 %
13 %
US
86 %
14 %
How did patient understood their care when they left the hospital?
Hospital
49 %
44 %
7 %
VA
50 %
44 %
6 %
US
52 %
42 %
6 %

What Did Patients Say About Their Hospitals?

Compare patients' satisfaction among multiple hospitals

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Updated on: 02/02/2022