South Shore Hospital, located at 55 Fogg Road in South Weymouth, MA, is a leading community hospital dedicated to providing high-quality care to the South Shore region. As a Level II Trauma Center with 441 staffed beds, we offer a wide range of services, including emergency medicine, inpatient care, and neonatology. South Shore Hospital has collaborated with Boston Children's Hospital for over a decade to deliver exceptional pediatric care. We are committed to advanced healthcare with a compassionate, patient-focused approach. Free valet parking and free parking are available.
| Hospital Name | South Shore Hospital |
|---|---|
| Facility ID | 220100 |
| Address | 55 FOGG ROAD |
|---|---|
| City/Town | South Weymouth |
| State | MA |
| ZIP Code | 2190 |
| County/Parish | NORFOLK |
| Health System | Independent |
|---|---|
| Health System Website Domain | southshorehealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 284 |
| Health System Hospital Locations | Massachusetts |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | South Shore Health System |
| Emergency Services | Yes |
Previously President of the Brigham and Women's Physicians Organization (BWPO), Assistant Vice President for Strategy and Business Planning at Tufts Health Plan, primary care physician at North Shore Medical Center. Earned Master of Science degree in Health Administrative Medicine and Population Health from the University of Wisconsin, Madison.
Impressive 30-year career in healthcare leadership experience across academic medical centers, community hospitals, and group practices. Oversees all clinical, administrative, and support service operations, fostering collaboration among the health system's 6,500 colleagues. Drives service transformation, enhances system integration, and focuses on achieving both short- and long-term operational goals. Responsible for operations of South Shore Hospital, 2 Pond Park Surgical Center, South Shore Medical Center, Health Express, South Shore VNA, and Emergency Medical Services. Most recently served as Interim COO at Baystate Health.
Board Secretary, South Shore Health.
Board Treasurer, South Shore Health.
Honored with the Living Legends Award by the American...
Chair of Obstetrics and Gynecology and Associate Chief Medical Officer at South Shore Hospital. On staff at South Shore Hospital since 2002, served in the United States Army as an ObGyn prior to that. Attended Boston University School of Medicine and completed her internship and residency in Obstetrics and Gynecology at Walter Reed Army Medical Center.
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Responsible for leading work to advance quality, safety and patient experience for the system. Prior to this role, served as the Executive Director of Value Based Operations. Spent many years working in local and state government in New York City and Boston, and served the Commonwealth of Massachusetts under both Governors Patrick and Baker.
Previously Senior Associate Vice President for Real Estate at Emerson College, COO at Cape Cod Hospital, and VP of Administrative Services at Brigham and Women's Hospital. Directed significant construction and renovation projects. 30+ years of leadership experience.
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Practicing Urologist affiliated with South Shore Hospital. Graduated from Boston University Chobanian & Avedisian School of Medicine. Over 25 years of experience. Board certified in Urology.
Chief of Emergency Medicine at South Shore Hospital. Previously chief resident at Harvard Affiliated Emergency Medicine Residency (HAEMR), Assistant Program Director of HAEMR, Director of Operations at Beth Israel Deaconess Medical Center, Chief of Emergency Medicine at Nashoba Valley Medical Center and Whidden Memorial Hospital. Lectures internationally on emergency department design and operations.
Executive Director of OB/GYN Service Line. Holds a Master's degree in Business Operations. Well versed in healthcare operations, organizational transformation, process mapping, strategic planning and KPI strategies. Experience includes operations management in an FQHC. Has secondary responsibilities related to patient flow analysis and improvement. Extensive training and experience in Lean healthcare training and management.
Extensive experience in patient safety and health services research. Broad clinical experience in high-risk obstetrics and neonatology. Received BSN from St. Anselm College and MS in Health Informatics and Management from UMass. Has published extensively on patient safety issues. Serves on various committees.
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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 | 284 |
|---|
| FTE Employees on Payroll | 4923 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 53499 |
| Inpatient Days (Title XIX) | 8659 |
| Total Inpatient Days | 131636 |
| Bed Count | 374 |
| Available Bed Days | 136510 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 10771 |
| Discharges (Title XIX) | 2847 |
| Total Discharges | 29619 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 50324 |
| Inpatient Days (Title XIX; Adults & Peds) | 8659 |
| Total Inpatient Days (Adults & Peds) | 111036 |
| Bed Count (Adults & Peds) | 340 |
| Available Bed Days (Adults & Peds) | 124100 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 10771 |
| Discharges (Title XIX; Adults & Peds) | 2847 |
| Total Discharges (Adults & Peds) | 29619 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | 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 | 67% |
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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 | Better Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | Better Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 259 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 5.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -5.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 13.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.3 |
| 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 | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 15 |
| 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 | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| 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 | Worse 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) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Worse Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.611 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.771 |
| SSI SIR (Standardized Infection Ratio) | 1.513 |
| CDI SIR (Standardized Infection Ratio) | 0.455 |
| MRSA SIR (Standardized Infection Ratio) | 0.547 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $3,322 |
|---|---|
| Bad Debt Expense | $10,026 |
| Uncompensated Care Cost | $8,056 |
| Total Uncompensated Care | $35,951 |
| Total Salaries | $436,958 |
|---|---|
| Overhead Expenses (Non-Salary) | $359,694 |
| Depreciation Expense | $32,722 |
| Total Operating Costs | $691,591 |
| Inpatient Charges | $624,479 |
|---|---|
| Outpatient Charges | $738,337 |
| Total Patient Charges | $1,362,816 |
| Core Wage Costs | $75,630 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $465,304 |
| Contract Labor (Patient Care) | $29,249 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $14,944 |
|---|---|
| Short-Term Investments | $2,001 |
| Notes Receivable | |
| Accounts Receivable | $86,597 |
| Allowance for Doubtful Accounts | |
| Inventory | $14,529 |
| Prepaid Expenses | $11,835 |
| Other Current Assets | $15,268 |
| Total Current Assets | $151,931 |
| Land Value | $5,484 |
|---|---|
| Land Improvements Value | $2,753 |
| Building Value | $282,249 |
| Leasehold Improvements | $14,457 |
| Fixed Equipment Value | $27,838 |
| Major Movable Equipment | $262,566 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $244,360 |
| Long-Term Investments | $205,659 |
|---|---|
| Other Assets | $60,231 |
| Total Other Assets | $265,890 |
| Total Assets | $662,181 |
| Accounts Payable | $90,779 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $12,860 |
| Deferred Revenue | |
| Other Current Liabilities | $1,797 |
| Total Current Liabilities | $105,436 |
| Mortgage Debt | $163,222 |
|---|---|
| Long-Term Notes Payable | $36,875 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $31,862 |
| Total Long-Term Liabilities | $231,958 |
| Total Liabilities | $337,394 |
| General Fund Balance | $324,787 |
|---|---|
| Total Fund Balances | $324,787 |
| Total Liabilities & Equity | $662,181 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $121,146 |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | $1,439 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $624,512 |
|---|---|
| Outpatient Revenue | $738,304 |
| Total Patient Revenue | $1,362,816 |
| Contractual Allowances & Discounts | $651,262 |
| Net Patient Revenue | $711,554 |
| Total Operating Expenses | $796,652 |
| Net Service Income | $-85,098 |
| Other Income | $-16,450 |
| Total Income | $-101,548 |
| Other Expenses | |
| Net Income | $-101,548 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $48,287 |
| Medicaid Charges | $141,832 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |