Nassau University Medical Center, located at 2201 Hempstead Turnpike in East Meadow, NY, is a 530-bed tertiary-care teaching hospital and Level I Trauma Center. As a cornerstone of Long Island healthcare since 1935, NUMC is committed to providing high-quality medical care to all residents, regardless of their ability to pay. We offer a comprehensive range of medical and surgical services, including specialized centers for burn care, stroke treatment, hypertension, diabetes, and vascular disease. Our commitment extends to educating the next generation of medical professionals through affiliations with top institutions, ensuring exceptional patient care and fostering a healthier community. With a dedicated staff and state-of-the-art facilities, NUMC is ready to serve you and your family.
| Hospital Name | Nassau University Medical Center |
|---|---|
| Facility ID | 330027 |
| Address | 2201 HEMPSTEAD TURNPIKE |
|---|---|
| City/Town | East Meadow |
| State | NY |
| ZIP Code | 11554 |
| County/Parish | NASSAU |
| Health System | Independent |
|---|---|
| Health System Website Domain | numc.edu |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 530 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Nassau Health Care Corporation |
| Emergency Services | Yes |
Previously served for nearly a decade as General Counsel of the corporation and had been acting as Interim President and CEO since January. [2] President, CEO and chief legal officer for Nassau Health Care Corporation and Nassau University Medical Center. [5] Previously served as general counsel for NHCC for nearly a decade. [6]
NUMC veteran physician. [2] Chief medical officer. [5]
Serves as Executive Vice President and Chief Nursing Officer for NuHealth / Nassau Health Care Corporation. Provides leadership, governance, and education for the Department of Nursing. Responsible for planning, organizing, directing, and overseeing all nursing functions. Responsibilities include day-to-day operations for over 1,000 staff members from Nassau University Medical Center, A. Holly Patterson Extended Care Facility, Nassau County Correctional Center, and Department of Social Services. Joined the NuHealth team as a Critical Care Registered Nurse in 2006. Served as Critical Care Nurse Educator in the Nursing Education Department from 2018. Transitioned into the role of Assistant Director of Nursing Education, Performance Improvement, and Skin Integrity in 2021. Became the Student Placement Coordinator at Nassau University Medical Center (NUMC) and a coordinator for NDNQI in August 2022. In January 2024 became Deputy Chief Nursing Officer and was promoted to Interim Chief Nursing Officer in May 2024. Provides executive leadership and strategic direction for the Department of Nursing Services. Works collaboratively with Nursing Leadership and Quality Improvement to promote patient safety and implement patient-centered, evidence-based standards of care. Focus is to enhance staff education and development, recruit and retain skilled nursing personnel, maintain department budgets and identify initiatives and opportunities. Obtained Associate Degree in Nursing from State University of New York at Farmingdale. Holds a Bachelor of Arts Degree in Psychology from Saint John's University. Member of Phi Theta Kappa National Honor Society, Phi Eta Sigma National Honor Society, and PsiChi National Honor Society in Psychology. Active member in the National Society of Leadership and Success. Serves on the Nurse Executive Committee for the Nassau Suffolk Hospital Council. [9]
Serves as the Chief Information Officer and Executive Vice President of Nassau Healthcare Corporation (NHCC). With over 20 years of experience at NHCC, Mr. Salomon brings a strategic approach to implementing technological solutions that enhance patient care, streamline operations, and optimize cost efficiency. His expertise lies in balancing innovation with operational stability, managing cybersecurity risks, aligning information technology initiatives with business objectives, and modernizing legacy systems. Throughout his tenure, Mr. Salomon has led transformative initiatives, including renegotiating information technology and communication contracts to achieve significant cost savings, spearheading the creation of a secondary data center for infrastructure redundancy, and implementing secure authentication protocols to safeguard sensitive data. His strategic vision has been instrumental in developing a five-year information technology roadmap focused on security and scalability. Additionally, his leadership in modernizing infrastructure and standardizing systems has improved workflow efficiency and reduced maintenance costs. Holds an MBA with a focus on Information Technology. [10]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 530 |
|---|
| FTE Employees on Payroll | 3236.4 |
|---|---|
| FTE Interns & Residents | 282.19 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 17804 |
| Inpatient Days (Title XIX) | 12240 |
| Total Inpatient Days | 80875 |
| Bed Count | 320 |
| Available Bed Days | 116800 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2596 |
| Discharges (Title XIX) | 2268 |
| Total Discharges | 14249 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 14136 |
| Inpatient Days (Title XIX; Adults & Peds) | 9875 |
| Total Inpatient Days (Adults & Peds) | 65664 |
| Bed Count (Adults & Peds) | 263 |
| Available Bed Days (Adults & Peds) | 95995 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2596 |
| Discharges (Title XIX; Adults & Peds) | 2268 |
| Total Discharges (Adults & Peds) | 14249 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | Very low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges with communication about their medications. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. 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 heart failure so that patients don't have to come back to the hospital. 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 | 53% |
|---|
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 180 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 62.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 72.7 |
| 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 | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 19.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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 | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| 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 | Number of Cases Too Small |
| 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) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.694 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.361 |
| SSI SIR (Standardized Infection Ratio) | 2.535 |
| CDI SIR (Standardized Infection Ratio) | 0.647 |
| MRSA SIR (Standardized Infection Ratio) | 0.340 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $12,044 |
|---|---|
| Bad Debt Expense | $7,269 |
| Uncompensated Care Cost | $14,680 |
| Total Uncompensated Care | $66,876 |
| Total Salaries | $309,246 |
|---|---|
| Overhead Expenses (Non-Salary) | $349,815 |
| Depreciation Expense | $22,286 |
| Total Operating Costs | $478,549 |
| Inpatient Charges | $964,037 |
|---|---|
| Outpatient Charges | $355,656 |
| Total Patient Charges | $1,319,693 |
| Core Wage Costs | $90,281 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $309,246 |
| Contract Labor (Patient Care) | $15,475 |
| Wage Costs (Part A Teaching) | $11,498 |
| Wage Costs (Interns & Residents) | $9,610 |
| Cash & Bank Balances | $83,221 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $203,238 |
| Allowance for Doubtful Accounts | $-179,665 |
| Inventory | $10,815 |
| Prepaid Expenses | $4,135 |
| Other Current Assets | $111,225 |
| Total Current Assets | $232,969 |
| Land Value | $12,498 |
|---|---|
| Land Improvements Value | $17,130 |
| Building Value | $257,431 |
| Leasehold Improvements | |
| Fixed Equipment Value | $123,294 |
| Major Movable Equipment | $259,278 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $134,937 |
| Long-Term Investments | |
|---|---|
| Other Assets | $399,425 |
| Total Other Assets | $399,425 |
| Total Assets | $767,331 |
| Accounts Payable | $347,430 |
|---|---|
| Salaries & Wages Payable | $25,044 |
| Payroll Taxes Payable | |
| Short-Term Debt | $18,726 |
| Deferred Revenue | |
| Other Current Liabilities | $86,772 |
| Total Current Liabilities | $477,972 |
| Mortgage Debt | $118,552 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,321,820 |
| Total Long-Term Liabilities | $1,440,372 |
| Total Liabilities | $1,918,344 |
| General Fund Balance | $-1,151,013 |
|---|---|
| Total Fund Balances | $-1,151,013 |
| Total Liabilities & Equity | $767,331 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $22,382 |
| DRG (Post-Oct 1) | $8,178 |
| Outlier Payments | |
| DSH Adjustment | $2,572 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $21,528 |
| Total IME Payments | $11,205 |
| Inpatient Revenue | $965,828 |
|---|---|
| Outpatient Revenue | $353,865 |
| Total Patient Revenue | $1,319,693 |
| Contractual Allowances & Discounts | $888,744 |
| Net Patient Revenue | $430,949 |
| Total Operating Expenses | $659,062 |
| Net Service Income | $-228,113 |
| Other Income | $186,338 |
| Total Income | $-41,774 |
| Other Expenses | |
| Net Income | $-41,774 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $110,574 |
| Medicaid Charges | $514,158 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Altera Sunrise |
|---|---|
| EHR Version | Sunrise |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |