MedStar Washington Hospital Center

MedStar Washington Hospital Center, located at 110 Irving Street NW in Washington, D.C., is a 912-bed, not-for-profit major teaching and research hospital dedicated to delivering exceptional, patient-first healthcare. As the largest private hospital in the nation's capital, we serve as a major referral center for complex cases, offering advanced diagnostics and treatments. Our areas of expertise include a nationally recognized Burn Center and the esteemed MedStar Heart & Vascular Institute, consistently ranked among the nation's best. We are committed to improving the health and quality of life for our community through innovative medical advances, education, and research. MedStar Washington Hospital Center: Your trusted leader in caring for people and advancing health.

Identifiers

Hospital Name MedStar Washington Hospital Center
Facility ID 090011

Location

Address 110 IRVING STREET NW
City/Town Washington
State DC
ZIP Code 20010
County/Parish THE DISTRICT

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

Gregory J. Argyros, MD, MACP, FCCP

President

NA

Saira Aslam, MD, MHA, FACC, FACHE

Senior Vice President Chief Operating Officer

NA

Jeffrey Dubin, MD, MBA

Senior Vice President, Medical Affairs & Chief Medical Officer

NA

Ariam Yitbarek, DNP, MHA, RN, NEA-BC

Senior Vice President, Chief Nursing Officer

NA

Mangla S. Gulati, MD, FACP, SFHM

Senior Vice President, Chief Quality Officer

NA

Dannita Dyson, MBA

Vice President of Professional Services

NA

Jessica Fields, MD, MHA, MBA

Assistant Vice President

NA

Paul Hagens

Vice President

NA

Mike Kelly

Vice President

NA

Kenyetta Keys, MBA

Vice President

NA

Alice Parrish

Vice President

NA

Jani North Saale, MSN, BA, RN, NEA-BC

Vice President

NA

Amanda Barash

CFO

NA

Residency Programs

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

Capacity & Services

Licensed Beds 818

Staffing & Personnel

FTE Employees on Payroll 5383.1
FTE Interns & Residents 391.48

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 72571
Inpatient Days (Title XIX) 22041
Total Inpatient Days 235648
Bed Count 725
Available Bed Days 264855
Discharges (Title V) NA
Discharges (Title XVIII) 8101
Discharges (Title XIX) 1128
Total Discharges 27681

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 62466
Inpatient Days (Title XIX; Adults & Peds) 9424
Total Inpatient Days (Adults & Peds) 180738
Bed Count (Adults & Peds) 581
Available Bed Days (Adults & Peds) 212182
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 8101
Discharges (Title XIX; Adults & Peds) 1128
Total Discharges (Adults & Peds) 27681

Quality Summary

Care Quality Stengths
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 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 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 58%

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 Better Than National Average
Mortality Group – Death Rate for CABG Surgery Patients Better 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 Better 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 Better 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 Better Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 373

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 13.2
Readmission Score Hospital Return Days for Heart Failure Patients 6.6
Readmission Score Hospital Return Days for Pneumonia Patients 64.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 15.4
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 11.4
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.9
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.1
Readmission Score Rate of Readmission for CABG 9.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 18.1
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 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) Better 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) NA
CAUTI SIR (Standardized Infection Ratio) NA
SSI SIR (Standardized Infection Ratio) NA
CDI SIR (Standardized Infection Ratio) NA
MRSA SIR (Standardized Infection Ratio) NA

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $24,435
Bad Debt Expense $44,302
Uncompensated Care Cost $35,836
Total Uncompensated Care $35,836

Operating Expenses ($ thousands)

Total Salaries $532,335
Overhead Expenses (Non-Salary) $1,017,988
Depreciation Expense $6,484
Total Operating Costs $1,318,124

Charges ($ thousands)

Inpatient Charges $3,456,716
Outpatient Charges $1,699,743
Total Patient Charges $5,156,459

Wage-Related Details ($ thousands)

Core Wage Costs $102,532
Wage Costs (RHC/FQHC)
Adjusted Salaries $532,162
Contract Labor (Patient Care) $48,811
Wage Costs (Part A Teaching) $78
Wage Costs (Interns & Residents) $5,437

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $50
Short-Term Investments
Notes Receivable
Accounts Receivable $719,967
Allowance for Doubtful Accounts $-439,338
Inventory $26,535
Prepaid Expenses $7,999
Other Current Assets $14,432
Total Current Assets $355,288

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $579,984
Building Value
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $602,433
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $287,785

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $143,613
Total Other Assets $143,613
Total Assets $786,686

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $47,419
Salaries & Wages Payable $26,375
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $30,854
Other Current Liabilities $11,894
Total Current Liabilities $153,183

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $25,003
Total Long-Term Liabilities $25,003
Total Liabilities $178,186

Balance Sheet – Equity ($ thousands)

General Fund Balance $608,500
Total Fund Balances $608,500
Total Liabilities & Equity $786,686

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $38,683
DRG (Post-Oct 1) $120,156
Outlier Payments
DSH Adjustment $9,506
Eligible DSH % $0
Simulated MC Payments $62,578
Total IME Payments $39,871

Revenue & Income Statement ($ thousands)

Inpatient Revenue $3,460,898
Outpatient Revenue $1,751,620
Total Patient Revenue $5,212,518
Contractual Allowances & Discounts $3,695,411
Net Patient Revenue $1,517,107
Total Operating Expenses $1,550,323
Net Service Income $-33,216
Other Income $101,864
Total Income $68,648
Other Expenses $543
Net Income $68,104

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $566,121
Medicaid Charges $1,241,605
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