Beth Israel Deaconess Medical Center

Located in the heart of Boston's academic medical area at 330 Brookline Avenue, Beth Israel Deaconess Medical Center (BIDMC) is a renowned 589-bed teaching hospital affiliated with Harvard Medical School. We are known for our excellence in patient care, biomedical research, teaching, and community service. Born from the merger of Beth Israel Hospital and New England Deaconess Hospital, BIDMC has a long history of providing high-quality care with a focus on innovation and research. At BIDMC, patients come first, and we strive to provide the best possible experience.

Identifiers

Hospital Name Beth Israel Deaconess Medical Center
Facility ID 220086

Location

Address 330 BROOKLINE AVENUE
City/Town Boston
State MA
ZIP Code 2215
County/Parish SUFFOLK

Health System

Health System Beth Israel Lahey Health
Health System Website Domain bilh.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 11
Health System Total Beds 2248
Health System Hospital Locations Massachusetts and New Hampshire

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Beth Israel Lahey Health
Emergency Services Yes

Emily Armstrong, Esq.

Vice President and Deputy General Counsel

NA

Jo Ayoub

VP, Human Resources

NA

Ruben Azocar, MD

VP, Perioperative Services

NA

Pat Folcarelli, RN, MA, PhD

Senior Vice President for Patient Care Services and Cynthia and Robert J. Lepofsky Chief Nursing Officer

NA

Jane Foley, DNP, MHA, RN

Associate Chief Nurse

NA

Carl Francioli

Chief Financial Officer

NA

Peter Healy

President

NA

Alexa Kimball, MD, MPH

President and CEO, Harvard Medical Faculty Physicians

NA

Matthew Larkin

Chief Operating Officer

NA

Lawrence Markson, MD

VP, Clinical Information Systems

NA

Kevin McAteer

VP, Philanthropy

NA

Richard Schwartzstein, MD

Vice President for Education

NA

Kim Sulmonte, DNP, RN

Associate Chief Nurse

NA

Gyongyi Szabo, MD, PhD

Chief Academic Officer

NA

Anthony Weiss, MD

Chief Medical Officer

NA

Residency Programs

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

Capacity & Services

Licensed Beds 597

Staffing & Personnel

FTE Employees on Payroll 8686.41
FTE Interns & Residents 625.61

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 72362
Inpatient Days (Title XIX) 20581
Total Inpatient Days 236323
Bed Count 705
Available Bed Days 257325
Discharges (Title V) NA
Discharges (Title XVIII) 9641
Discharges (Title XIX) 6829
Total Discharges 35447

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 63733
Inpatient Days (Title XIX; Adults & Peds) 20581
Total Inpatient Days (Adults & Peds) 176621
Bed Count (Adults & Peds) 579
Available Bed Days (Adults & Peds) 211335
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 9641
Discharges (Title XIX; Adults & Peds) 6829
Total Discharges (Adults & Peds) 35447

Quality Summary

Care Quality Stengths High overall patient satisfaction.
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 heart failure 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 78%

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 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 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 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 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 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) 366

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 22.3
Readmission Score Hospital Return Days for Heart Failure Patients 35.2
Readmission Score Hospital Return Days for Pneumonia Patients 32.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.5
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 12
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.8
Readmission Score Rate of Readmission for CABG 10.9
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.5
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 More 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 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 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 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) Worse 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) 0.538
CAUTI SIR (Standardized Infection Ratio) 0.544
SSI SIR (Standardized Infection Ratio) 1.309
CDI SIR (Standardized Infection Ratio) 0.759
MRSA SIR (Standardized Infection Ratio) 0.774

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $10,042
Bad Debt Expense $31,860
Uncompensated Care Cost $22,755
Total Uncompensated Care $49,714

Operating Expenses ($ thousands)

Total Salaries $745,333
Overhead Expenses (Non-Salary) $1,580,030
Depreciation Expense $73,244
Total Operating Costs $1,579,590

Charges ($ thousands)

Inpatient Charges $1,375,199
Outpatient Charges $2,456,903
Total Patient Charges $3,832,102

Wage-Related Details ($ thousands)

Core Wage Costs $121,703
Wage Costs (RHC/FQHC)
Adjusted Salaries $788,439
Contract Labor (Patient Care) $5,609
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $9,748

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-32,830
Short-Term Investments $550,005
Notes Receivable
Accounts Receivable $172,152
Allowance for Doubtful Accounts
Inventory
Prepaid Expenses
Other Current Assets $686,757
Total Current Assets $1,376,084

Balance Sheet – Fixed Assets ($ thousands)

Land Value $24,283
Land Improvements Value $8,001
Building Value $1,943,797
Leasehold Improvements $65,536
Fixed Equipment Value $17,408
Major Movable Equipment $1,105,226
Minor Depreciable Equipment $48,408
Health IT Assets
Total Fixed Assets $1,026,345

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $305,849
Other Assets $287,569
Total Other Assets $593,418
Total Assets $2,995,847

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $297,442
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt $14,840
Deferred Revenue
Other Current Liabilities $66,940
Total Current Liabilities $379,222

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $956,512
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $374,712
Total Long-Term Liabilities $1,331,224
Total Liabilities $1,710,446

Balance Sheet – Equity ($ thousands)

General Fund Balance $1,285,401
Total Fund Balances $1,285,401
Total Liabilities & Equity $2,995,847

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $170,965
Outlier Payments
DSH Adjustment $5,920
Eligible DSH % $0
Simulated MC Payments $73,165
Total IME Payments $63,123

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,374,959
Outpatient Revenue $2,454,015
Total Patient Revenue $3,828,975
Contractual Allowances & Discounts $2,154,926
Net Patient Revenue $1,674,048
Total Operating Expenses $2,325,363
Net Service Income $-651,314
Other Income $614,902
Total Income $-36,412
Other Expenses
Net Income $-36,412

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $177,732
Medicaid Charges $487,571
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing Yes--In Process of Replacing

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No