New York-Presbyterian Hospital

NewYork-Presbyterian Hospital, located at 525 East 68th Street in New York, NY, is a leading academic medical center affiliated with Weill Cornell Medicine and Columbia University Vagelos College of Physicians and Surgeons. As one of the nation's most comprehensive healthcare systems, we are dedicated to providing the highest quality compassionate care to patients in the New York metropolitan area and beyond. Our hospital is recognized for pioneering research, innovative treatments, and expert physicians across all specialties. With multiple locations and a commitment to patient-centered care, NewYork-Presbyterian offers a wide range of services, from emergency care to specialized programs, ensuring access to world-class healthcare for all.

Identifiers

Hospital Name New York-Presbyterian Hospital
Facility ID 330101

Location

Address 525 EAST 68TH STREET
City/Town New York
State NY
ZIP Code 10065
County/Parish NEW YORK

Health System

Health System NewYork-Presbyterian Healthcare System
Health System Website Domain nyp.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 6
Health System Total Beds 3309
Health System Hospital Locations New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details The New York and Presbyterian Hospital
Emergency Services Yes

Bernadette Khan

Group Vice President & Chief Nursing Officer

NYP Columbia Division

Joan Halpern

Vice President & Chief Nursing Officer

NYP Weill Cornell & Ambulatory Care Network East Alexandra Cohen

Christa M. Kleinschmidt

Vice President & Chief Nursing Officer

NYP Allen Hospital & Ambulatory Care Network West

Alan Levin

Vice President & Chief Nursing Officer

NYP Brooklyn Methodist Hospital

Emily M. Jackson

Vice President & Chief Nursing Officer

NYP Hudson Valley Hospital

Kenya Robinson

Vice President & Chief Nursing Officer

NYP Queens

Michael Radosta

Vice President, Behavioral Health Nursing & Patient Care Services | Chief Nursing Officer

NYP Westchester Behavioral Health

Timothy P. McGarvey

Executive Director & Chief Nursing Officer

NYP Gracie Square Hospital

Residency Programs

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

Capacity & Services

Licensed Beds 2262

Staffing & Personnel

FTE Employees on Payroll 32398.9
FTE Interns & Residents 1734.24

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 176816
Inpatient Days (Title XIX) 45352
Total Inpatient Days 779591
Bed Count 2850
Available Bed Days 899382
Discharges (Title V) NA
Discharges (Title XVIII) 23442
Discharges (Title XIX) 4411
Total Discharges 113812

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 150938
Inpatient Days (Title XIX; Adults & Peds) 32099
Total Inpatient Days (Adults & Peds) 586604
Bed Count (Adults & Peds) 2294
Available Bed Days (Adults & Peds) 714460
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 23442
Discharges (Title XIX; Adults & Peds) 4411
Total Discharges (Adults & Peds) 113812

Quality Summary

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 report that the care team can be slow at times in meeting their needs. 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 attacks 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.

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 73%

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 Better Than National Average
Mortality Group – Death Rate for CABG Surgery Patients No Different Than National Average
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 Better Than National Average
Mortality Group – Death Rate for Stroke Patients Better Than National Average
Mortality Group – Pressure Ulcer Rate Better 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 Better Than National Average
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate Better Than National Average
Mortality Group – Postoperative Respiratory Failure Rate No Different Than National Average
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate Better Than National Average
Mortality Group – Postoperative Sepsis Rate Better Than National Average
Mortality Group – Postoperative Wound Dehiscence Rate No Different Than National Average
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate Better Than National Average
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite Better Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 238

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 24.1
Readmission Score Hospital Return Days for Heart Failure Patients -0.7
Readmission Score Hospital Return Days for Pneumonia Patients 12.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 9.4
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 13.3
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 3.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.3
Readmission Score Rate of Readmission for CABG 10.7
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 17.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.9
Readmission Group Hospital Return Days for Heart Attack Patients More Days Than Average 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) Better Than the National Rate
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Worse Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Better Than the National Rate
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 No Different Than the National Rate
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 Better 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) Better 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) 1.010
CAUTI SIR (Standardized Infection Ratio) 0.765
SSI SIR (Standardized Infection Ratio) 0.935
CDI SIR (Standardized Infection Ratio) 0.484
MRSA SIR (Standardized Infection Ratio) 0.763

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $82,739
Bad Debt Expense $28,799
Uncompensated Care Cost $90,483
Total Uncompensated Care $563,125

Operating Expenses ($ thousands)

Total Salaries $3,728,652
Overhead Expenses (Non-Salary) $4,088,071
Depreciation Expense $456,310
Total Operating Costs $6,347,984

Charges ($ thousands)

Inpatient Charges $19,414,596
Outpatient Charges $8,570,029
Total Patient Charges $27,984,625

Wage-Related Details ($ thousands)

Core Wage Costs $733,971
Wage Costs (RHC/FQHC)
Adjusted Salaries $3,608,508
Contract Labor (Patient Care) $736
Wage Costs (Part A Teaching) $27,060
Wage Costs (Interns & Residents) $39,017

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $251,119
Short-Term Investments
Notes Receivable
Accounts Receivable $4,173,104
Allowance for Doubtful Accounts $-3,007,574
Inventory
Prepaid Expenses
Other Current Assets $2,899,143
Total Current Assets $4,777,971

Balance Sheet – Fixed Assets ($ thousands)

Land Value $226,258
Land Improvements Value $14,294
Building Value $5,301,945
Leasehold Improvements $377,865
Fixed Equipment Value $144,673
Major Movable Equipment $1,693,210
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $4,485,727

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $2,500,701
Other Assets $6,243,087
Total Other Assets $8,743,788
Total Assets $18,007,486

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $866,516
Salaries & Wages Payable $545,843
Payroll Taxes Payable
Short-Term Debt $81,255
Deferred Revenue
Other Current Liabilities $428,969
Total Current Liabilities $1,922,583

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $3,901,311
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $1,532,900
Total Long-Term Liabilities $5,434,211
Total Liabilities $7,356,794

Balance Sheet – Equity ($ thousands)

General Fund Balance $8,076,707
Total Fund Balances $10,650,692
Total Liabilities & Equity $18,007,486

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $291,700
DRG (Post-Oct 1) $127,472
Outlier Payments
DSH Adjustment $28,483
Eligible DSH % $0
Simulated MC Payments $322,318
Total IME Payments $127,234

Revenue & Income Statement ($ thousands)

Inpatient Revenue $19,541,402
Outpatient Revenue $8,565,438
Total Patient Revenue $28,106,841
Contractual Allowances & Discounts $20,415,218
Net Patient Revenue $7,691,623
Total Operating Expenses $7,795,492
Net Service Income $-103,869
Other Income $556,880
Total Income $453,011
Other Expenses $406,338
Net Income $46,673

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $1,181,735
Medicaid Charges $7,407,686
Net CHIP Revenue $20,930
CHIP Charges $138,768

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No