MedStar Union Memorial Hospital

Located in northeast Baltimore City, MedStar Union Memorial Hospital has been providing safe, high-quality care for over 160 years. As a regional specialty and teaching hospital, we are known for our expertise in orthopedics, hand surgery at The Curtis National Hand Center, and cardiac care at the MedStar Heart & Vascular Institute. Additionally, we proudly developed the first hospital-based sports medicine program in the country. At MedStar Union Memorial Hospital, you can expect the best healthcare experience possible, with a culture that promotes quality, service, and safety.

Identifiers

Hospital Name MedStar Union Memorial Hospital
Facility ID 210024

Location

Address 201 EAST UNIVERSITY PARKWAY
City/Town Baltimore
State MD
ZIP Code 21218
County/Parish BALTIMORE CITY

Health System

Health System MedStar Health
Health System Website Domain MedStarHealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 9
Health System Total Beds 3223
Health System Hospital Locations NA and Maryland

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details MedStar Health
Emergency Services Yes

T.J. Senker

President, MedStar Good Samaritan Hospital and MedStar Union Memorial Hospital

FACHE. Also Senior Vice President, MedStar Health.

Eskandar Yazaji

Vice President of Medical Affairs

MD.

Karen Owings

Vice President Patient Care Services and Chief Nursing Officer

MSN, RN.

Carol Zeller

Assistant Vice President, Nursing Operations and Patient Care Services

MSN, RN, CRRN.

Paul Sack

Chief, Medical Staff

MD.

Ritu Prasad

Vice Chief, Medical Staff

MD. Also Senior Physician Advisor at MedStar Union Memorial and Good Samaritan Hospitals, and System Clinical Lead for Acute Case Management at MedStar Health. Serves as the Vice Chair of the Government Affairs Committee for the American College of Physician Advisors.

Michelle Townsend-Day

Secretary/Treasurer, Medical Staff

MD.

Stuart B. Bell

Vice President of Medical Affairs

Dr. Has been a member of the Board of Directors for Shepherd's Clinic since 2016. Served as Vice President of Medical Affairs for MedStar Union Memorial Hospital since 2003, with the role expanding in 2018 to include MedStar Good Samaritan Hospital. Prior to this role, he served as Chief of Staff for MedStar Union Memorial Hospital.

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 370

Staffing & Personnel

FTE Employees on Payroll 1606.27
FTE Interns & Residents 110.78

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 21714
Inpatient Days (Title XIX) 3048
Total Inpatient Days 49099
Bed Count 191
Available Bed Days 69715
Discharges (Title V) NA
Discharges (Title XVIII) 4096
Discharges (Title XIX) 442
Total Discharges 8872

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 18495
Inpatient Days (Title XIX; Adults & Peds) 2400
Total Inpatient Days (Adults & Peds) 41890
Bed Count (Adults & Peds) 139
Available Bed Days (Adults & Peds) 50735
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 4096
Discharges (Title XIX; Adults & Peds) 442
Total Discharges (Adults & Peds) 8872

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
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 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 67%

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 No Different 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 No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 227

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -6
Readmission Score Hospital Return Days for Heart Failure Patients -8
Readmission Score Hospital Return Days for Pneumonia Patients -6.9
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 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 11.4
Readmission Score Rate of Readmission for CABG 9.7
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.5
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients Average Days per 100 Discharges
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Number of Cases Too Small
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 Better 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.225
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) 0.326
MRSA SIR (Standardized Infection Ratio) 0.821

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,414
Bad Debt Expense $6,787
Uncompensated Care Cost $11,213
Total Uncompensated Care $11,213

Operating Expenses ($ thousands)

Total Salaries $137,992
Overhead Expenses (Non-Salary) $306,750
Depreciation Expense $13,961
Total Operating Costs $316,758

Charges ($ thousands)

Inpatient Charges $267,156
Outpatient Charges $217,057
Total Patient Charges $484,213

Wage-Related Details ($ thousands)

Core Wage Costs $33,116
Wage Costs (RHC/FQHC)
Adjusted Salaries $137,886
Contract Labor (Patient Care) $21,188
Wage Costs (Part A Teaching) $4
Wage Costs (Interns & Residents) $1,914

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $6
Short-Term Investments
Notes Receivable
Accounts Receivable $67,610
Allowance for Doubtful Accounts $-16,122
Inventory $7,433
Prepaid Expenses $755
Other Current Assets
Total Current Assets $62,232

Balance Sheet – Fixed Assets ($ thousands)

Land Value $1,926
Land Improvements Value $1,228
Building Value $164,536
Leasehold Improvements $6,685
Fixed Equipment Value $48,734
Major Movable Equipment $212,060
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $86,671

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $82,704
Other Assets
Total Other Assets $94,722
Total Assets $243,626

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $15,452
Salaries & Wages Payable $12,836
Payroll Taxes Payable
Short-Term Debt $10,308
Deferred Revenue
Other Current Liabilities $8,512
Total Current Liabilities $45,327

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $12,452
Total Long-Term Liabilities $12,452
Total Liabilities $57,779

Balance Sheet – Equity ($ thousands)

General Fund Balance $185,847
Total Fund Balances $185,847
Total Liabilities & Equity $243,626

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $12,841
DRG (Post-Oct 1) $40,849
Outlier Payments
DSH Adjustment $2,502
Eligible DSH % $0
Simulated MC Payments $16,081
Total IME Payments $9,557

Revenue & Income Statement ($ thousands)

Inpatient Revenue $267,156
Outpatient Revenue $217,057
Total Patient Revenue $484,213
Contractual Allowances & Discounts $74,928
Net Patient Revenue $409,285
Total Operating Expenses $444,742
Net Service Income $-35,457
Other Income $32,080
Total Income $-3,377
Other Expenses
Net Income $-3,377

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $75,087
Medicaid Charges $95,191
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No