St. Elizabeth's Medical Center, located at 736 Cambridge Street in Brighton, MA, has been providing trusted care to the community for over a century. As a Boston University teaching hospital and part of the BMC Health System, we offer advanced treatments and expert specialty care, including our nationally recognized Center for Advanced Cardiac Surgery and a Joint Commission-certified Advanced Primary Stroke Center. Our patients have access to a wide range of services, from family medicine to advanced cardiac surgery, all with a commitment to compassionate and person-centered care. We are dedicated to serving the diverse needs of our community, focusing on health equity and accessibility for all. St. Elizabeth's also partners with Dana-Farber Cancer Institute to provide the latest in hematology and medical oncology care.
| Hospital Name | St. Elizabeth's Medical Center |
|---|---|
| Facility ID | 220036 |
| Address | 736 CAMBRIDGE STREET |
|---|---|
| City/Town | Brighton |
| State | MA |
| ZIP Code | 2135 |
| County/Parish | SUFFOLK |
| Health System | BMC Health System |
|---|---|
| Health System Website Domain | bmc.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 984 |
| Health System Hospital Locations | Massachusetts |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Boston Medical Center Health System |
| Emergency Services | Yes |
Paul Smith oversees the strategy and operations of St. Elizabeth's Medical Center in Brighton. He is responsible for the delivery of exceptional, compassionate care to thousands of patients, maintaining the highest levels of quality and patient experience. Prior to joining St. Elizabeth's, Smith served as the hospital's chief operating officer and helped lead the response to the COVID-19 pandemic. Previously, he also served as the Chief Operating Officer for Saint Vincent Hospital in Worcester. He received his master's degree in healthcare management from University of Massachusetts Lowell and his bachelor's degree from Saint Anselm College.
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 252 |
|---|
| FTE Employees on Payroll | 1593 |
|---|---|
| FTE Interns & Residents | 154.14 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 19431 |
| Inpatient Days (Title XIX) | 9008 |
| Total Inpatient Days | 61464 |
| Bed Count | 244 |
| Available Bed Days | 89060 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3089 |
| Discharges (Title XIX) | 1218 |
| Total Discharges | 10062 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 15316 |
| Inpatient Days (Title XIX; Adults & Peds) | 9008 |
| Total Inpatient Days (Adults & Peds) | 52107 |
| Bed Count (Adults & Peds) | 188 |
| Available Bed Days (Adults & Peds) | 68620 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3089 |
| Discharges (Title XIX; Adults & Peds) | 1218 |
| Total Discharges (Adults & Peds) | 10062 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report significant challenges with Staff responsiveness to their needs. Patients reported concerns with being abel to have quiet rest in the hospital 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 heart failure so that patients don't have to come back to the hospital. |
| 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 | 60% |
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| 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 | No Different Than National Average |
| 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 | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | Worse 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 | 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) | 164 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | 38.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 40.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -31 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| 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 | 1.4 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 16.4 |
| Readmission Score Rate of Readmission for CABG | 10.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 23.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.8 |
| 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 | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer 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 | 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 | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Worse 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 | Worse 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) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.508 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.439 |
| SSI SIR (Standardized Infection Ratio) | 0.722 |
| CDI SIR (Standardized Infection Ratio) | 0.273 |
| MRSA SIR (Standardized Infection Ratio) | 0.849 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,846 |
|---|---|
| Bad Debt Expense | $4,550 |
| Uncompensated Care Cost | $3,818 |
| Total Uncompensated Care | $18,966 |
| Total Salaries | $160,327 |
|---|---|
| Overhead Expenses (Non-Salary) | $265,241 |
| Depreciation Expense | $17,123 |
| Total Operating Costs | $385,320 |
| Inpatient Charges | $512,370 |
|---|---|
| Outpatient Charges | $288,548 |
| Total Patient Charges | $800,919 |
| Core Wage Costs | $33,332 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $160,168 |
| Contract Labor (Patient Care) | $15,382 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $3,267 |
| Cash & Bank Balances | $15 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $61,673 |
| Allowance for Doubtful Accounts | |
| Inventory | $9,975 |
| Prepaid Expenses | $555 |
| Other Current Assets | $105 |
| Total Current Assets | $265,584 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $12,468 |
| Leasehold Improvements | $18,180 |
| Fixed Equipment Value | $257,193 |
| Major Movable Equipment | $70,282 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $291,661 |
| Long-Term Investments | $129,598 |
|---|---|
| Other Assets | $943 |
| Total Other Assets | $130,541 |
| Total Assets | $687,786 |
| Accounts Payable | $55,436 |
|---|---|
| Salaries & Wages Payable | $13,163 |
| Payroll Taxes Payable | |
| Short-Term Debt | $145 |
| Deferred Revenue | |
| Other Current Liabilities | $2,031 |
| Total Current Liabilities | $70,775 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $387,180 |
| Total Long-Term Liabilities | $387,180 |
| Total Liabilities | $457,955 |
| General Fund Balance | $229,831 |
|---|---|
| Total Fund Balances | $229,831 |
| Total Liabilities & Equity | $687,786 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $44,420 |
| DRG (Post-Oct 1) | $13,766 |
| Outlier Payments | |
| DSH Adjustment | $2,967 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $25,679 |
| Total IME Payments | $16,342 |
| Inpatient Revenue | $520,130 |
|---|---|
| Outpatient Revenue | $288,548 |
| Total Patient Revenue | $808,678 |
| Contractual Allowances & Discounts | $380,172 |
| Net Patient Revenue | $428,506 |
| Total Operating Expenses | $425,569 |
| Net Service Income | $2,937 |
| Other Income | $29,523 |
| Total Income | $32,460 |
| Other Expenses | |
| Net Income | $32,460 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $51,471 |
| Medicaid Charges | $135,246 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH MAGIC |
|---|---|
| EHR Version | MAGIC |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |