MedStar Georgetown University Hospital

MedStar Georgetown University Hospital, located at 3800 Reservoir Rd NW, Washington, D.C., is a leading academic medical center dedicated to providing innovative and compassionate care. As a not-for-profit, acute-care teaching and research hospital with 609 beds, we offer a wide range of advanced treatment options, including specialized centers in neurosciences, transplant, cancer, and gastroenterology. Our state-of-the-art Verstandig Pavilion features a modern emergency department, advanced operating rooms with the region's only movable intraoperative MRI, and private patient rooms designed for healing and comfort. With Magnet® nurses, internationally recognized physicians, and cutting-edge technologies, MedStar Georgetown is committed to medical excellence and advancing health for the whole person, embodying the Jesuit principle of *cura personalis*.

Identifiers

Hospital Name MedStar Georgetown University Hospital
Facility ID 090004

Location

Address 3800 RESERVOIR RD
City/Town Washington
State DC
ZIP Code 20007
County/Parish THE DISTRICT

Health System

Health System MedStar Health
Health System Website Domain MedStarHealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 9
Health System Total Beds 3223
Health System Hospital Locations NA and Maryland

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details MedStar Health
Emergency Services Yes

Lisa M. Boyle, MD, FACS

President

MD, FACS

David Ho

Vice President and Chief Financial Officer

NA

Jo Ellen Carpenter, DNP, MBA, RN, NEA-BC, CENP

Senior Vice President and Chief Nursing Officer

DNP, MBA, RN, NEA-BC, CENP

David H. Song, MD, MBA, FACS

Vice President of Medical Affairs, Chief Medical Officer

MD, MBA, FACS

Karen Alcorn

Vice President, Public Affairs and Marketing, MedStar Georgetown; Vice President, Marketing, MedStar Health, Washington Region

NA

Emily Riffle Messner, CFRE

Vice President and Chief Philanthropy Officer

CFRE

Brinder Singh

Chief Operating Officer

NA

Paul Hagens

Vice President, Human Resources, Washington Region

NA

Residency Programs

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

Capacity & Services

Licensed Beds 535

Staffing & Personnel

FTE Employees on Payroll 2722.75
FTE Interns & Residents 337.74

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 37550
Inpatient Days (Title XIX) 8273
Total Inpatient Days 121658
Bed Count 402
Available Bed Days 146712
Discharges (Title V) NA
Discharges (Title XVIII) 4317
Discharges (Title XIX) 462
Total Discharges 13968

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 32928
Inpatient Days (Title XIX; Adults & Peds) 3019
Total Inpatient Days (Adults & Peds) 96930
Bed Count (Adults & Peds) 298
Available Bed Days (Adults & Peds) 108752
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 4317
Discharges (Title XIX; Adults & Peds) 462
Total Discharges (Adults & Peds) 13968

Quality Summary

Care Quality Stengths Average overall patient satisfaction.
Care Quality Concerns Patients report that the care team can be slow at times in meeting their needs. 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 heart failure 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 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 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 Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 340

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 37.2
Readmission Score Hospital Return Days for Pneumonia Patients 13
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.3
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.9
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.3
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 19
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.4
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 Average Days 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 No Different Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery Worse 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) NA
CAUTI SIR (Standardized Infection Ratio) NA
SSI SIR (Standardized Infection Ratio) NA
CDI SIR (Standardized Infection Ratio) NA
MRSA SIR (Standardized Infection Ratio) NA

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $10,185
Bad Debt Expense $14,994
Uncompensated Care Cost $13,930
Total Uncompensated Care $13,930

Operating Expenses ($ thousands)

Total Salaries $317,982
Overhead Expenses (Non-Salary) $720,215
Depreciation Expense $34,581
Total Operating Costs $860,490

Charges ($ thousands)

Inpatient Charges $1,896,250
Outpatient Charges $1,585,451
Total Patient Charges $3,481,701

Wage-Related Details ($ thousands)

Core Wage Costs $59,396
Wage Costs (RHC/FQHC)
Adjusted Salaries $320,403
Contract Labor (Patient Care) $40,026
Wage Costs (Part A Teaching) $117
Wage Costs (Interns & Residents) $7,490

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $13,960
Short-Term Investments
Notes Receivable
Accounts Receivable $527,203
Allowance for Doubtful Accounts $-327,696
Inventory $19,459
Prepaid Expenses $5,303
Other Current Assets
Total Current Assets $280,687

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $14,705
Building Value $936,453
Leasehold Improvements $3,118
Fixed Equipment Value $56,213
Major Movable Equipment $434,008
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $923,996

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $139,714
Total Other Assets $139,714
Total Assets $1,344,398

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $73,019
Salaries & Wages Payable $28,574
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $30,124
Total Current Liabilities $131,717

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $19,943
Total Long-Term Liabilities $19,943
Total Liabilities $151,660

Balance Sheet – Equity ($ thousands)

General Fund Balance $1,192,737
Total Fund Balances $1,192,737
Total Liabilities & Equity $1,344,398

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $17,837
DRG (Post-Oct 1) $58,517
Outlier Payments
DSH Adjustment $2,800
Eligible DSH % $0
Simulated MC Payments $22,084
Total IME Payments $24,182

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,896,708
Outpatient Revenue $1,601,462
Total Patient Revenue $3,498,171
Contractual Allowances & Discounts $2,390,089
Net Patient Revenue $1,108,082
Total Operating Expenses $1,038,198
Net Service Income $69,884
Other Income $60,782
Total Income $130,667
Other Expenses
Net Income $130,667

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $236,096
Medicaid Charges $492,961
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No