Hospital for Special Surgery

Located at 535 East 70th Street in New York City, Hospital for Special Surgery (HSS) is the world's leading academic medical center specializing in musculoskeletal health. Founded in 1863, HSS is the oldest orthopedic hospital in the United States and is consistently ranked #1 in orthopedics both nationally and globally. Our experts provide exceptional care, perform over 32,000 surgeries annually, and pioneer groundbreaking research in joint replacement, sports medicine, and more. From athletes to everyday New Yorkers, trust HSS for unmatched experience and the best possible results.

Identifiers

Hospital Name Hospital for Special Surgery
Facility ID 330270

Location

Address 535 EAST 70TH STREET
City/Town New York
State NY
ZIP Code 10021
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 Hospital for Special Surgery
Emergency Services Yes

Bryan T. Kelly, MD, MBA

President & Chief Executive Officer

Bryan T. Kelly, MD, MBA was appointed President and CEO of HSS in 2023, becoming the hospital's first surgeon-in-chief to become CEO. [3] In addition to his role as president and CEO, Dr. Kelly also serves as surgeon-in-chief emeritus and chief emeritus of the Sports Medicine Institute for HSS. [5] He holds a faculty appointment at Weill Cornell Medical College and medical staff appointments at HSS and NewYork-Presbyterian Hospital. [5] A specialist in sports medicine, Dr. Kelly serves as head team physician for the New York Rangers and orthopedic consultant for UFC. [5] He began his role as president of CEO in September 2023. [5] Over the past 20 years, Kelly has played an instrumental role in the evolution and maturation of the field of hip preservation. [6]

Douglas E. Padgett, MD

Surgeon-in-Chief and Medical Director

Dr. Padgett joined HSS in 1993 as an attending surgeon on the hip and knee service before being appointed chief of the hip service in 2006 and chief of the adult reconstruction and joint replacement service in 2008. [5] A veteran of the U.S. Navy, Dr. Padgett served as a battalion surgeon multiple times throughout his career. [5] He also serves as a consulting physician for the Bronx VA Medical Center. [5]

Christopher Dunleavy

Executive Vice President and Treasurer

NA

Irene Koch, Esq.

Executive Vice President, Chief Legal Officer and Secretary

Ms. Koch has overseen the legal needs of HSS since 2015. [5] Prior to joining the organization, she served as executive vice president and general counsel for Healthix from 2013 to 2015 and as executive director of the Brooklyn Health Information Exchange for seven years. [5]

Stacey Malakoff

Executive Vice President and Chief Financial and Administrative Officer

After nearly 40 years of service to HSS, Stacey Malakoff has announced that she will retire at the end of 2025 following a phased 18-month transition. [16] Ms. Malakoff oversees accounting and reporting, revenue cycle, capital and debt strategy, and supply chain for HSS. [5] She also manages physician contracting, payer strategy and contracting, insurance, and real estate. [5] She was promoted to the role of CFO in 1998 and in 2020 was appointed also Chief Administrative Officer. [16]

Ashis Barad, MD

Chief Digital & Technology Officer

Dr. Ashis Barad was named inaugural Chief Digital & Technology Officer, starting September 10, 2024. [8] He is a physician leader with more than 18 years of experience in clinical medicine and various technology domains. [8] Prior to HSS, he served as Chief Digital and Information Officer at Allegheny Health Network. [8] In this role, he will lead enterprise-wide technology and digital operations. [8]

Elizabeth Pearlman

Chief Information Officer

Elizabeth Pearlman will succeed long-time CIO Jamie Nelson on September 10, 2024. [8] She previously served as HSS Associate Chief Information Officer. [8] In her new role, she will report to Dr. Barad and oversee HSS’s software development and applications, technology infrastructure, cybersecurity, and IT operations. [8]

Mary Cassai

Executive Vice President, Chief Operating Officer

NA

Paul Coyne

Senior Vice President, Chief Nurse Executive

NA

Sheeraz Qureshi, MD, MBA

Co-chief of HSS Spine

NA

S. Louis Bridges Jr., MD, PhD

Physician-in-chief and Chair of the Department of Medicine

NA

Mathias P. Bostrom, MD

Associate Surgeon-in-Chief and Director of Quality and Safety

NA

Michael P. Ast, MD

Chief Medical Innovation Officer

NA

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 205

Staffing & Personnel

FTE Employees on Payroll 4828.2
FTE Interns & Residents 85.04

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 10361
Inpatient Days (Title XIX) 71
Total Inpatient Days 27134
Bed Count 200
Available Bed Days 72836
Discharges (Title V) NA
Discharges (Title XVIII) 2914
Discharges (Title XIX) 22
Total Discharges 8885

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 10361
Inpatient Days (Title XIX; Adults & Peds) 71
Total Inpatient Days (Adults & Peds) 27134
Bed Count (Adults & Peds) 200
Available Bed Days (Adults & Peds) 72836
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2914
Discharges (Title XIX; Adults & Peds) 22
Total Discharges (Adults & Peds) 8885

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients report that nurse communication is excellent. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns

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 90%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients Better Than National Average
Mortality Group – Death Rate for Heart Attack Patients
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
Mortality Group – Death Rate for Heart Failure Patients
Mortality Group – Death Rate for Pneumonia Patients
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 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 Worse Than National Average
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate No Different Than National Average
Mortality Group – Postoperative Respiratory Failure Rate Better 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) Not Available

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients Not Available
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
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 0.4
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 Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission After Hip/Knee Replacement 2.9
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 10.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate Not Available
Readmission Group Hospital Return Days for Heart Attack Patients Not Available
Readmission Group Hospital Return Days for Heart Failure Patients Not Available
Readmission Group Hospital Return Days for Pneumonia Patients Not Available
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
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 Better than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Not Available
Readmission Group Rate of Readmission for CABG Not Available
Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients Not Available
Readmission Group Heart Failure (HF) 30-Day Readmission Rate Not Available
Readmission Group Rate of Readmission After Hip/Knee Replacement Better 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 Not Available

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.000
CAUTI SIR (Standardized Infection Ratio) 1.132
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) 0.139
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,341
Bad Debt Expense $8,498
Uncompensated Care Cost $9,974
Total Uncompensated Care $16,595

Operating Expenses ($ thousands)

Total Salaries $694,527
Overhead Expenses (Non-Salary) $755,365
Depreciation Expense $57,514
Total Operating Costs $848,117

Charges ($ thousands)

Inpatient Charges $1,219,735
Outpatient Charges $1,524,123
Total Patient Charges $2,743,858

Wage-Related Details ($ thousands)

Core Wage Costs $121,763
Wage Costs (RHC/FQHC)
Adjusted Salaries $694,527
Contract Labor (Patient Care)
Wage Costs (Part A Teaching) $2,073
Wage Costs (Interns & Residents) $3,085

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $212,963
Short-Term Investments $577,427
Notes Receivable
Accounts Receivable $216,121
Allowance for Doubtful Accounts $-28,564
Inventory $21,728
Prepaid Expenses $10,290
Other Current Assets $133,110
Total Current Assets $1,542,415

Balance Sheet – Fixed Assets ($ thousands)

Land Value $98,935
Land Improvements Value $1,783
Building Value $819,459
Leasehold Improvements
Fixed Equipment Value $75,674
Major Movable Equipment $670,768
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $637,176

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $175,164
Other Assets $793,531
Total Other Assets $968,695
Total Assets $3,148,286

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $107,309
Salaries & Wages Payable $48,014
Payroll Taxes Payable
Short-Term Debt $4,422
Deferred Revenue
Other Current Liabilities $421,484
Total Current Liabilities $581,228

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $524,005
Long-Term Notes Payable $5,080
Unsecured Loans
Other Long-Term Liabilities $501,477
Total Long-Term Liabilities $1,030,562
Total Liabilities $1,611,790

Balance Sheet – Equity ($ thousands)

General Fund Balance $987,223
Total Fund Balances $1,536,496
Total Liabilities & Equity $3,148,286

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $60,685
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment
Eligible DSH % $0
Simulated MC Payments $12,642
Total IME Payments $12,325

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,219,735
Outpatient Revenue $1,524,123
Total Patient Revenue $2,743,858
Contractual Allowances & Discounts $1,622,577
Net Patient Revenue $1,121,281
Total Operating Expenses $1,449,892
Net Service Income $-328,611
Other Income $270,356
Total Income $-58,255
Other Expenses $-128,575
Net Income $70,320

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $16,328
Medicaid Charges $76,422
Net CHIP Revenue
CHIP Charges

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