Guiding Force

Sep 14, 2021

For more than 22 years, Broadway House for Continuing Care has thrived under the leadership of President and CEO James Gonzalez, MPH, FACHE, LNHA. During his tenure, Broadway House has gained national acclaim for the outstanding care provided to our residents.

Tell us about yourself.

I’ve worked in healthcare for more than 40 years, holding executive positions in academic health centers, community hospitals, and long-term care facilities in New York and New Jersey. While serving as President and CEO of Broadway House for Continuing Care, I was also privileged to be appointed CEO of University Hospital in Newark. I led the hospital’s transition from a university-owned facility to a stand-alone, safety net teaching hospital through the merger between University of Medicine and Dentistry of New Jersey and Rutgers University. It was the largest merger of two university systems in the nation’s history.

I earned a Bachelor of Science from Northeastern University and a Master of Public Health from the Yale School of Public Health. In addition, I’ve been a Fellow of the American College of Healthcare Executives since 2007, and the New Jersey Chapter selected me to receive the Distinguished Service Award in 2017.

Why is Broadway House so vital to the community? 

Broadway House is a model specialized rehabilitation center for people needing post-acute care with complex medical and infectious diseases. We have provided essential health care services in Newark and statewide for over 25 years as part of the former University of Medicine and Dentistry of New Jersey. In fact, we’ve been recognized nationally for the expert and compassionate care we provide for our residents.

How has the Broadway House mission evolved? 

Our original mission centered around the lifesaving need to care for individuals who were ravaged with HIV disease in the late 1980s. Today, our mission has grown to include many patients with complex medical conditions that require the training and clinical expertise of our physicians, nurses, social workers, and other professional and ancillary staff.

What’s on the horizon for Broadway House? 

The need for post-acute care will continue to be the driving force behind the future success of our organization. Our future will be contingent upon building and supporting a strong clinical patient care staff. I consider our staff the best in the industry. That was evident during the pandemic, which challenged the resources of every long-term care facility in the nation. Broadway House was extremely fortunate to have weathered the pandemic with the loss of just one resident and none of our staff members. That’s a testament to the professionalism of our staff.

Who inspires you most? 

Without a doubt, our residents and staff. Broadway House serves a population of individuals who represent some of the most vulnerable members of our society. They come to us homeless, destitute, drug addicted, and without proper preventive medical care. Many undergo a remarkable transformation under our care, so that’s certainly inspiring. But, what inspires me most is the dedication, commitment, and compassion of our staff, who strive to meet our residents’ needs without bias or hesitation.

Favorite thing about serving as Broadway House CEO? 

I’ve always managed health care organizations from the perspective of the front line employee. Understanding their needs, their challenges, and their frustrations allows me to create an environment in which all staff members feel respected and appreciated. My communication with the staff has always been a two-way street, and our positive quality outcomes are an outgrowth of that relationship.