Located in Bethpage, NY, Catholic Health St. Joseph Hospital is a full-service, 203-bed community hospital dedicated to providing compassionate and advanced medical care. As part of Catholic Health, we are committed to excellence, offering a wide range of services including emergency care (caring for over 34,000 patients annually), stroke care (NYS-designated Gold Plus Center), cardiac services, advanced imaging, wound healing, sleep medicine, and comprehensive surgical services. Fully accredited by the Joint Commission and approved by the New York State Department of Health, St. Joseph Hospital combines innovative technology with a patient-centered approach to ensure the highest quality care for you and your loved ones. We strive to be the most trusted health partner in the communities we serve, driven by our Catholic faith and values.
| Hospital Name | Catholic Health St. Joseph Hospital |
|---|---|
| Facility ID | 330332 |
| Address | 4295 HEMPSTEAD TURNPIKE |
|---|---|
| City/Town | Bethpage |
| State | NY |
| ZIP Code | 11714 |
| County/Parish | NASSAU |
| Health System | Catholic Health Long Island |
|---|---|
| Health System Website Domain | catholichealthli.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 1928 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Catholic Health Long Island |
| Emergency Services | Yes |
Catholic Health's St. Joseph Hospital (Bethpage, NY) has named Christopher Nelson, MBA, its new president effective October 17, 2022. Nelson will oversee all areas of operations at St. Joseph Hospital, with a particular focus on executing strategies for growth, continued improvement in quality and patient experience, while boosting employee engagement and workforce development. [12] “Chris is an experienced health care leader who knows what it takes to deliver the highest level of care to Long Islanders,” said Catholic Health Executive Vice President & Chief Operating Officer Dennis Verzi, DPT, MHA, FACHCA. [12] Nelson began his career in health care in the U.S. Navy Hospital Corps, holding several leadership positions, stationed around the globe, and receiving numerous awards including the Joint Service Commendation Medal. [12] Nelson earned a Master of Business Administration from Long Island University, C.W. Post campus and a Bachelor of Science in health care management from Southern Illinois University, Carbondale. [12]
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Dr. Mathew currently serves as the Chairman of the Emergency Department of St. Joseph Hospital in Bethpage, New York. [10] He earned his Doctorate of Osteopathic Medicine from New York College of Osteopathic Medicine and completed his Internship and Residency in Emergency Medicine at St. Barnabas Hospital in the Bronx. [10] Prior to serving as the Chairman at St. Joseph Hospital, Dr. Mathew served as the Associate Medical Director of Emergency Medicine at the Good Samaritan Hospital Medical Center from 2010 through 2012 and as the Associate Director of Emergency Medicine at Franklin Hospital. [10]
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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 | 203 |
|---|
| FTE Employees on Payroll | 711.64 |
|---|---|
| FTE Interns & Residents | 0.99 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 14372 |
| Inpatient Days (Title XIX) | 755 |
| Total Inpatient Days | 30537 |
| Bed Count | 203 |
| Available Bed Days | 74095 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2858 |
| Discharges (Title XIX) | 131 |
| Total Discharges | 6220 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 13011 |
| Inpatient Days (Title XIX; Adults & Peds) | 596 |
| Total Inpatient Days (Adults & Peds) | 27359 |
| Bed Count (Adults & Peds) | 175 |
| Available Bed Days (Adults & Peds) | 63875 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2858 |
| Discharges (Title XIX; Adults & Peds) | 131 |
| Total Discharges (Adults & Peds) | 6220 |
| Care Quality Stengths | Average overall patient satisfaction. 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. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has multiple significant high-patient-mortality concerns. 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 | 63% |
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| 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 | |
| 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 | Worse Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 254 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 6.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 24.6 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.1 |
| 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 | 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 | 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 | No Different Than the National Rate |
| 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) | 0.850 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.503 |
| CDI SIR (Standardized Infection Ratio) | 0.359 |
| MRSA SIR (Standardized Infection Ratio) | 1.497 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,668 |
|---|---|
| Bad Debt Expense | $5,500 |
| Uncompensated Care Cost | $3,834 |
| Total Uncompensated Care | $16,470 |
| Total Salaries | $68,288 |
|---|---|
| Overhead Expenses (Non-Salary) | $98,289 |
| Depreciation Expense | $5,087 |
| Total Operating Costs | $151,308 |
| Inpatient Charges | $377,842 |
|---|---|
| Outpatient Charges | $361,776 |
| Total Patient Charges | $739,618 |
| Core Wage Costs | $26,950 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $68,288 |
| Contract Labor (Patient Care) | $4,746 |
| Wage Costs (Part A Teaching) | $12 |
| Wage Costs (Interns & Residents) | $4 |
| Cash & Bank Balances | $347 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $32,105 |
| Allowance for Doubtful Accounts | $-16,009 |
| Inventory | $2,626 |
| Prepaid Expenses | $2,177 |
| Other Current Assets | $3,665 |
| Total Current Assets | $24,993 |
| Land Value | $7,390 |
|---|---|
| Land Improvements Value | $430 |
| Building Value | $31,859 |
| Leasehold Improvements | |
| Fixed Equipment Value | $38,511 |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $34,872 |
| Long-Term Investments | |
|---|---|
| Other Assets | $18,254 |
| Total Other Assets | $18,254 |
| Total Assets | $78,119 |
| Accounts Payable | $9,624 |
|---|---|
| Salaries & Wages Payable | $7,578 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $27,149 |
| Total Current Liabilities | $44,351 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $38,215 |
| Total Long-Term Liabilities | $38,215 |
| Total Liabilities | $82,566 |
| General Fund Balance | $-4,544 |
|---|---|
| Total Fund Balances | $-4,447 |
| Total Liabilities & Equity | $78,119 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $23,153 |
| DRG (Post-Oct 1) | $7,802 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $16,056 |
| Total IME Payments | $77 |
| Inpatient Revenue | $377,842 |
|---|---|
| Outpatient Revenue | $361,776 |
| Total Patient Revenue | $739,618 |
| Contractual Allowances & Discounts | $586,489 |
| Net Patient Revenue | $153,129 |
| Total Operating Expenses | $166,576 |
| Net Service Income | $-13,447 |
| Other Income | $1,789 |
| Total Income | $-11,659 |
| Other Expenses | $49 |
| Net Income | $-11,708 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,792 |
| Medicaid Charges | $83,840 |
| Net CHIP Revenue | $136 |
| CHIP Charges | $1,490 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |