Broward Health Imperial Point

Broward Health Imperial Point, located in Fort Lauderdale, Florida, is a 204-bed community hospital dedicated to providing advanced, high-quality healthcare with a focus on personalized care. As part of the Broward Health system, our skilled and compassionate team offers a wide range of specialties, including advanced cardiac care, primary stroke care, robotic surgery, bariatric services, behavioral health, senior care, wound care, and hyperbaric medicine. We are committed to delivering exceptional care, extraordinary compassion, and everyday excellence to our community. Our modern facility features a state-of-the-art emergency department, advanced imaging services at the Jacqueline J. Bernstein & Marvin H. Weiner Imaging Center, and specialized units to ensure comprehensive patient care.

Identifiers

Hospital Name Broward Health Imperial Point
Facility ID 100200

Location

Address 6401 N FEDERAL HWY
City/Town Fort Lauderdale
State FL
ZIP Code 33308
County/Parish BROWARD

Health System

Health System Broward Health
Health System Website Domain browardhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 4
Health System Total Beds 1536
Health System Hospital Locations Florida

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Broward Health
Emergency Services No

Robert Dahl

Chief Executive Officer

Robert Dahl, MBA, FACHE, was appointed chief executive officer of Broward Health Imperial Point in December 2024. He is described as a seasoned, high-impact executive with a proven history of long-term results across large, multi-site hospital environments. He most recently served as president and chief executive officer of Ascension Saints Mary and Elizabeth Medical Center in Chicago, IL. Dahl earned his Master of Business Administration from Northwestern University's Kellogg School of Business and his Bachelor of Science from Northern Illinois University. [4, 5]

Alfredo Guevara

Financial Officer

NA

Fernando L. Narvaez, MD

Hospital Chief of Staff

NA

Carrie Zbierski

Chief Nursing Officer

Carrie Zbierski, MSN, MBA, RN, NE-BC, is the Chief Nursing Officer (CNO) for Broward Health Imperial Point. She is known for her transformative leadership across multiple hospital service lines and oversees all nursing operations and patient care services within the hospital. With over two decades of experience, she previously worked at Centegra Health System in Illinois, advancing to Vice President and Chief Nursing Executive. Her expertise includes strategic planning, operational efficiency, and quality improvement. Zbierski earned her Bachelor of Science in Nursing from St. Anthony's College of Nursing and holds a Master of Science in Nursing and a Master of Business Administration in Health Care Management from the University of Phoenix. [6]

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 204

Staffing & Personnel

FTE Employees on Payroll 643.22
FTE Interns & Residents 8.43

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 3834
Inpatient Days (Title XIX) 815
Total Inpatient Days 18324
Bed Count 157
Available Bed Days 47085
Discharges (Title V) NA
Discharges (Title XVIII) 1053
Discharges (Title XIX) 110
Total Discharges 4741

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1513
Inpatient Days (Title XIX; Adults & Peds) 307
Total Inpatient Days (Adults & Peds) 7998
Bed Count (Adults & Peds) 98
Available Bed Days (Adults & Peds) 26280
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1053
Discharges (Title XIX; Adults & Peds) 110
Total Discharges (Adults & Peds) 4741

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients report challenges with communication about their medications. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 68%

Mortality Group Indicators

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
Mortality Group – Pressure Ulcer Rate No Different 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 No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 141

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 11.9
Readmission Score Hospital Return Days for Pneumonia Patients 25
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 1.1
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 18.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.6
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.2
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 Not Available
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
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) No Different Than the National Rate
Readmission Group Pneumonia (PN) 30-Day Readmission Rate No Different Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.481
CAUTI SIR (Standardized Infection Ratio) 0.517
SSI SIR (Standardized Infection Ratio) 0.543
CDI SIR (Standardized Infection Ratio) 0.270
MRSA SIR (Standardized Infection Ratio) 0.294

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,074
Bad Debt Expense $28,947
Uncompensated Care Cost $13,409
Total Uncompensated Care $23,595

Operating Expenses ($ thousands)

Total Salaries $52,121
Overhead Expenses (Non-Salary) $84,612
Depreciation Expense $751
Total Operating Costs $128,409

Charges ($ thousands)

Inpatient Charges $261,707
Outpatient Charges $329,006
Total Patient Charges $590,713

Wage-Related Details ($ thousands)

Core Wage Costs $6,162
Wage Costs (RHC/FQHC)
Adjusted Salaries $52,121
Contract Labor (Patient Care) $498,188
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $78

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $2
Short-Term Investments
Notes Receivable
Accounts Receivable $30,417
Allowance for Doubtful Accounts $-16,626
Inventory $3,012
Prepaid Expenses
Other Current Assets $1,639
Total Current Assets $18,443

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,601
Land Improvements Value $1,237
Building Value $64,480
Leasehold Improvements
Fixed Equipment Value $3,440
Major Movable Equipment $61,105
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $42,118

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $6,438
Other Assets $2,173,140
Total Other Assets $2,179,578
Total Assets $2,240,140

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $11,685
Salaries & Wages Payable $5,082
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $2,120,074
Total Current Liabilities $2,136,842

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $18,454
Long-Term Notes Payable $373
Unsecured Loans
Other Long-Term Liabilities $1,713
Total Long-Term Liabilities $20,540
Total Liabilities $2,157,382

Balance Sheet – Equity ($ thousands)

General Fund Balance $82,757
Total Fund Balances $82,757
Total Liabilities & Equity $2,240,140

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $2,462
DRG (Post-Oct 1) $7,109
Outlier Payments
DSH Adjustment $606
Eligible DSH % $0
Simulated MC Payments $11,100
Total IME Payments $230

Revenue & Income Statement ($ thousands)

Inpatient Revenue $261,711
Outpatient Revenue $329,006
Total Patient Revenue $590,717
Contractual Allowances & Discounts $473,422
Net Patient Revenue $117,295
Total Operating Expenses $136,733
Net Service Income $-19,438
Other Income $20,805
Total Income $1,367
Other Expenses
Net Income $1,367

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $6,434
Medicaid Charges $76,314
Net CHIP Revenue $10
CHIP Charges $192

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing Yes--In Process of Replacing

ERP Information

ERP Infor
ERP Version Cloudsuite
EHR is Changing Yes--In Process of Replacing