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.
| Hospital Name | Hospital for Special Surgery |
|---|---|
| Facility ID | 330270 |
| Address | 535 EAST 70TH STREET |
|---|---|
| City/Town | New York |
| State | NY |
| ZIP Code | 10021 |
| County/Parish | NEW YORK |
| Health System | NewYork-Presbyterian Healthcare System |
|---|---|
| Health System Website Domain | nyp.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 3309 |
| Health System Hospital Locations | New York |
| 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 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]
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]
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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]
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]
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 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]
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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 | 205 |
|---|
| FTE Employees on Payroll | 4828.2 |
|---|---|
| FTE Interns & Residents | 85.04 |
| 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 |
| 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 |
| 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 |
| 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 | 90% |
|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | Not Available |
|---|
| 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 |
| 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 Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $7,341 |
|---|---|
| Bad Debt Expense | $8,498 |
| Uncompensated Care Cost | $9,974 |
| Total Uncompensated Care | $16,595 |
| Total Salaries | $694,527 |
|---|---|
| Overhead Expenses (Non-Salary) | $755,365 |
| Depreciation Expense | $57,514 |
| Total Operating Costs | $848,117 |
| Inpatient Charges | $1,219,735 |
|---|---|
| Outpatient Charges | $1,524,123 |
| Total Patient Charges | $2,743,858 |
| 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 |
| 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 |
| 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 |
| Long-Term Investments | $175,164 |
|---|---|
| Other Assets | $793,531 |
| Total Other Assets | $968,695 |
| Total Assets | $3,148,286 |
| 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 |
| 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 |
| General Fund Balance | $987,223 |
|---|---|
| Total Fund Balances | $1,536,496 |
| Total Liabilities & Equity | $3,148,286 |
| 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 |
| 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 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $16,328 |
| Medicaid Charges | $76,422 |
| 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 |