NYC Health + Hospitals Metropolitan

NYC Health + Hospitals/Metropolitan, located at 1901 First Avenue, New York, NY, is a full-service community hospital providing state-of-the-art care and leading-edge technology. As part of the largest municipal health care system in the country, we offer culturally sensitive care to patients from all five New York City boroughs, emphasizing primary care medicine. Our dedicated team of health professionals ensures patients receive the best and most effective care possible in a welcoming and hospitable environment. We are affiliated with New York Medical College, representing the oldest partnership between a hospital and a private medical school in the United States.

Identifiers

Hospital Name NYC Health + Hospitals Metropolitan
Facility ID 330199

Location

Address 1901 FIRST AVENUE
City/Town New York
State NY
ZIP Code 10029
County/Parish NEW YORK

Health System

Health System NYC Health + Hospitals
Health System Website Domain nychealthandhospitals.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 11
Health System Total Beds 5158
Health System Hospital Locations New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Local
Ownership Details NYC Health + Hospitals
Emergency Services Yes

Julian S. John, MPA

Chief Executive Officer

Julian John, MPA, was appointed CEO of NYC Health + Hospitals/Metropolitan. [2] He has served in the health system for a total of 15 years across his career, including the past four years at Metropolitan Hospital prior to his appointment as CEO. [2] He previously served as the Chief Financial Officer (CFO) at NYC Health + Hospitals/Metropolitan since 2021. [2] John was born in Trinidad and is rooted in both Trinidadian and Venezuelan communities. [2]

Anitha Srinivasan, MD, MPH

Chief Medical Officer

Anitha Srinivasan, MD, was appointed chief medical officer of Metropolitan Hospital, effective June 1, 2025. [8] She is the first woman to serve in this position at the hospital. [8] Dr. Srinivasan completed her surgical residency at NYC Health + Hospitals/Lincoln in the 1990s. [8] After spending several years at an academic research center, she joined Metropolitan Hospital, where she has worked for the past 20 years. [8] In 2019, she was named deputy CMO and became director of perioperative services in 2020. [8] She succeeds John Pellicone, MD. [8]

Christopher Wilson, MSN, RN, CNML, CENP, NEA-BC, FACHE

Chief Nursing Officer

Leticia S. Theodore-Greene

Chief of Staff

Residency Programs

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

Capacity & Services

Licensed Beds 363

Staffing & Personnel

FTE Employees on Payroll 1736.28
FTE Interns & Residents 180.84

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2349
Inpatient Days (Title XIX) 6643
Total Inpatient Days 27463
Bed Count 196
Available Bed Days 66065
Discharges (Title V) NA
Discharges (Title XVIII) 369
Discharges (Title XIX) 1318
Total Discharges 5197

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2106
Inpatient Days (Title XIX; Adults & Peds) 5004
Total Inpatient Days (Adults & Peds) 20606
Bed Count (Adults & Peds) 158
Available Bed Days (Adults & Peds) 52195
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 369
Discharges (Title XIX; Adults & Peds) 1318
Total Discharges (Adults & Peds) 5197

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. 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.

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 63%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
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
Mortality Group – Pressure Ulcer Rate No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
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) 166

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -28.4
Readmission Score Hospital Return Days for Pneumonia Patients Not Available
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.1
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 Not Available
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.3
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate Not Available
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients Number of Cases Too Small
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 Number of cases too small
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Number of Cases Too Small
Readmission Group Rate of Readmission for CABG Not Available
Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients Number of Cases Too Small
Readmission Group Heart Failure (HF) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission After Hip/Knee Replacement Number of Cases Too Small
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 Number of Cases Too Small

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.317
CAUTI SIR (Standardized Infection Ratio) 0.822
SSI SIR (Standardized Infection Ratio) 0.333
CDI SIR (Standardized Infection Ratio) 0.154
MRSA SIR (Standardized Infection Ratio) 0.288

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $79,467
Bad Debt Expense $14,201
Uncompensated Care Cost $93,604
Total Uncompensated Care $322,748

Operating Expenses ($ thousands)

Total Salaries $167,063
Overhead Expenses (Non-Salary) $326,579
Depreciation Expense $20,891
Total Operating Costs $405,150

Charges ($ thousands)

Inpatient Charges $216,216
Outpatient Charges $188,934
Total Patient Charges $405,150

Wage-Related Details ($ thousands)

Core Wage Costs $74,452
Wage Costs (RHC/FQHC)
Adjusted Salaries $167,063
Contract Labor (Patient Care) $23,211
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $5,137

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $5,317
Short-Term Investments
Notes Receivable
Accounts Receivable $52,058
Allowance for Doubtful Accounts
Inventory
Prepaid Expenses
Other Current Assets $471
Total Current Assets $-25,310

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $929
Building Value $137,246
Leasehold Improvements
Fixed Equipment Value $147,019
Major Movable Equipment $66,670
Minor Depreciable Equipment $70,004
Health IT Assets
Total Fixed Assets $135,250

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $60,082
Total Other Assets $60,082
Total Assets $170,022

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $9,142
Salaries & Wages Payable $20,626
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $33,069
Total Current Liabilities $62,838

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $411,738
Total Long-Term Liabilities $411,738
Total Liabilities $474,576

Balance Sheet – Equity ($ thousands)

General Fund Balance $-439,814
Total Fund Balances $-341,083
Total Liabilities & Equity $133,493

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $1,177
DRG (Post-Oct 1) $3,847
Outlier Payments
DSH Adjustment $808
Eligible DSH % $0
Simulated MC Payments $10,366
Total IME Payments $2,175

Revenue & Income Statement ($ thousands)

Inpatient Revenue $857,182
Outpatient Revenue
Total Patient Revenue $857,182
Contractual Allowances & Discounts $483,167
Net Patient Revenue $374,016
Total Operating Expenses $493,643
Net Service Income $-119,627
Other Income $23,291
Total Income $-96,336
Other Expenses
Net Income $-96,336

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $93,365
Medicaid Charges $416,853
Net CHIP Revenue $476
CHIP Charges $2,548

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No