Good Samaritan University Hospital, a member of Catholic Health, has been serving the South Shore of Long Island for over 50 years, delivering excellence in health care through a combination of clinical expertise and compassionate care. Located in West Islip, NY, the 537-bed teaching hospital is Magnet-designated for nursing excellence and serves as a Level I Adult and Level II Pediatric Trauma Center. Good Samaritan provides comprehensive services, including cancer care, women's imaging, and cardiac rehabilitation, with access to the same level of excellence offered at St. Francis Hospital & Heart Center. As a major regional clinical campus affiliated with the New York Institute of Technology College of Osteopathic Medicine, Good Samaritan is dedicated to training the next generation of healthcare professionals and expanding its services to better serve the community with a new Patient Care Pavilion.
| Hospital Name | Good Samaritan University Hospital |
|---|---|
| Facility ID | 330286 |
| Address | 1000 MONTAUK HIGHWAY |
|---|---|
| City/Town | West Islip |
| State | NY |
| ZIP Code | 11795 |
| County/Parish | SUFFOLK |
| Health System | Catholic Health Long Island |
|---|---|
| Health System Website Domain | catholichealthli.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 1928 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Catholic Health Long Island |
| Emergency Services | Yes |
Patrick Rohan, FACHE, was named Chief Executive Officer (CEO) of Good Samaritan Hospital in October 2023. Since joining the hospital, he has led transformative growth initiatives, including the opening of a new Cardiac Catheterization Lab and Progressive Care Unit (PCU). Under his leadership, the hospital has introduced cutting-edge technology, including advanced robotic surgical systems and state-of-the-art ultrasound technology, further enhancing patient care and surgical precision.
Dr. Rich Briones has served as Chief Medical Officer (CMO) of Good Samaritan Hospital since January 2022, bringing more than 20 years of clinical experience as a board-certified anesthesiologist. A dedicated physician leader, he is passionate about delivering high-quality, compassionate care and improving the health of the community at large. Dr. Briones has played a key role in advancing physician-nurse collaboration, ensuring seamless care integration, and driving service line growth.
Nancy Charron-Escribano, MSN, was appointed Chief Nursing Officer (CNO) at Good Samaritan Hospital in August 2024, bringing over 29 years of healthcare experience, including 12 years in leadership. A dedicated advocate for patient care, nursing excellence, and staff development, she is committed to fostering a collaborative and high-performing nursing culture.
Geoff Hill joined Good Samaritan Hospital as Chief Operating Officer (COO) in March 2025, bringing over a decade of leadership experience within HCA Healthcare. With a strong background in hospital operations, strategic growth, and financial management, he is dedicated to enhancing patient care, optimizing hospital performance, and expanding key service lines.
Brandon Ware joined Good Samaritan Hospital as Chief Financial Officer (CFO) in September 2024, bringing nearly 20 years of financial leadership experience within HCA Healthcare. Known for his collaborative approach and strategic financial management, he is committed to ensuring Good Samaritan continues to grow, invest in innovation, and provide exceptional patient care...
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 437 |
|---|
| FTE Employees on Payroll | 3119.1 |
|---|---|
| FTE Interns & Residents | 58 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 38797 |
| Inpatient Days (Title XIX) | 5910 |
| Total Inpatient Days | 123511 |
| Bed Count | 437 |
| Available Bed Days | 159505 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 6417 |
| Discharges (Title XIX) | 874 |
| Total Discharges | 23733 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 33688 |
| Inpatient Days (Title XIX; Adults & Peds) | 4296 |
| Total Inpatient Days (Adults & Peds) | 98254 |
| Bed Count (Adults & Peds) | 363 |
| Available Bed Days (Adults & Peds) | 132495 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 6417 |
| Discharges (Title XIX; Adults & Peds) | 874 |
| Total Discharges (Adults & Peds) | 23733 |
| Care Quality Stengths | Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has multiple significant high-patient-mortality concerns. 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. |
| 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 | 58% |
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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 | Worse Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | Worse 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 | 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 235 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 30.9 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 43.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 29.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.9 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14 |
| Readmission Score Rate of Readmission for CABG | 9.4 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.8 |
| 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 | 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) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.229 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.405 |
| SSI SIR (Standardized Infection Ratio) | 0.496 |
| CDI SIR (Standardized Infection Ratio) | 0.545 |
| MRSA SIR (Standardized Infection Ratio) | 0.894 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $16,661 |
|---|---|
| Bad Debt Expense | $21,819 |
| Uncompensated Care Cost | $20,667 |
| Total Uncompensated Care | $81,561 |
| Total Salaries | $317,836 |
|---|---|
| Overhead Expenses (Non-Salary) | $509,021 |
| Depreciation Expense | $29,392 |
| Total Operating Costs | $666,633 |
| Inpatient Charges | $2,048,893 |
|---|---|
| Outpatient Charges | $1,747,690 |
| Total Patient Charges | $3,796,583 |
| Core Wage Costs | $84,380 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $317,836 |
| Contract Labor (Patient Care) | $14,130 |
| Wage Costs (Part A Teaching) | $249 |
| Wage Costs (Interns & Residents) | $2,157 |
| Cash & Bank Balances | $5,894 |
|---|---|
| Short-Term Investments | $452,520 |
| Notes Receivable | |
| Accounts Receivable | $170,838 |
| Allowance for Doubtful Accounts | $-78,498 |
| Inventory | $10,923 |
| Prepaid Expenses | $10,261 |
| Other Current Assets | $29,956 |
| Total Current Assets | $604,815 |
| Land Value | $8,674 |
|---|---|
| Land Improvements Value | $11,131 |
| Building Value | $414,351 |
| Leasehold Improvements | $564 |
| Fixed Equipment Value | |
| Major Movable Equipment | $323,138 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $278,330 |
| Long-Term Investments | |
|---|---|
| Other Assets | $228,395 |
| Total Other Assets | $228,395 |
| Total Assets | $1,111,540 |
| Accounts Payable | $73,020 |
|---|---|
| Salaries & Wages Payable | $48,050 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $97,558 |
| Total Current Liabilities | $218,628 |
| Mortgage Debt | $430,853 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $192,405 |
| Total Long-Term Liabilities | $623,258 |
| Total Liabilities | $841,886 |
| General Fund Balance | $260,545 |
|---|---|
| Total Fund Balances | $269,654 |
| Total Liabilities & Equity | $1,111,540 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $71,108 |
| DRG (Post-Oct 1) | $23,963 |
| Outlier Payments | |
| DSH Adjustment | $2,467 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $53,026 |
| Total IME Payments | $4,125 |
| Inpatient Revenue | $2,048,893 |
|---|---|
| Outpatient Revenue | $1,747,690 |
| Total Patient Revenue | $3,796,583 |
| Contractual Allowances & Discounts | $3,000,985 |
| Net Patient Revenue | $795,598 |
| Total Operating Expenses | $826,857 |
| Net Service Income | $-31,260 |
| Other Income | $50,086 |
| Total Income | $18,826 |
| Other Expenses | $26,063 |
| Net Income | $-7,237 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $58,207 |
| Medicaid Charges | $654,850 |
| Net CHIP Revenue | $2,585 |
| CHIP Charges | $24,744 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |