NYC Health + Hospitals/South Brooklyn Health, located at 2601 Ocean Parkway in Brooklyn, is a modern healthcare campus dedicated to serving the South Brooklyn community. It features the 11-story Ruth Bader Ginsburg Hospital, which offers world-class emergency care, state-of-the-art surgical services, and modern labor and delivery suites. The spacious Health & Wellness Institute provides a wide array of outpatient services, including primary, preventive, and specialty care for both children and adults. With skilled and compassionate healthcare teams, South Brooklyn Health is committed to providing excellent care for all, regardless of immigration status or ability to pay.
| Hospital Name | NYC Health + Hospitals/South Brooklyn Health |
|---|---|
| Facility ID | 330196 |
| Address | 2601 OCEAN PARKWAY |
|---|---|
| City/Town | Brooklyn |
| State | NY |
| ZIP Code | 11235 |
| County/Parish | KINGS |
| Health System | NYC Health + Hospitals |
|---|---|
| Health System Website Domain | nychealthandhospitals.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 11 |
|---|---|
| Health System Total Beds | 5158 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | NYC Health + Hospitals |
| Emergency Services | Yes |
Svetlana Lipyanskaya, MPA, FACHE, is the first woman to lead the executive team at NYC Health + Hospitals/South Brooklyn Health (formerly Coney Island Hospital). [4, 10] She has navigated the hospital through the challenges of COVID-19 and its recovery while launching a state-of-the-art inpatient facility. [4] She has secured essential funding for critical infrastructure projects and prioritizes the development of comprehensive medical and behavioral ambulatory services. [4] She has aligned the hospital's mission, vision, and values around access, quality, and patient-centered care and developed and implemented a campus-wide strategic masterplan. [10] She is leading the execution of a facility name change and rebranding campaign, completion of a new 11-story hospital, and developing a health and wellness institute. [10] She has shepherded the creation of several life-saving services and programs, including a new cardiac catheterization lab, certification of a percutaneous coronary intervention program, and designation as an Advanced Primary Stroke Center. [10] Her fiscal stewardship has yielded a sound operating budget, and she has built relationships with community stakeholders, bringing in over $20 million in capital funding. [10]
Terence M. Brady, MD, MACP, FCCP is the Chief Medical Officer at NYC Health + Hospitals/South Brooklyn Health. [6, 7, 23] He is a critical care medicine specialist with over 40 years of experience and is affiliated with NYC Health + Hospitals/South Brooklyn Health. [12, 18] He is board certified in Critical Care Medicine and Internal Medicine. [18]
Manjinder Kaur, DNP, RN, NEA-BC, FACHE, is the Chief Nursing Officer and Interim Chief Operating Officer at NYC Health + Hospitals/South Brooklyn Health. [7, 23] She has been recognized for setting the foundation for nursing success and empowering the nursing team to practice at the highest level. [13] She played a key role in the hospital's Emergency Department nurses receiving the Emergency Nurses Association Lantern Award. [13, 15] According to Svetlana Lipyanskaya, she and her team have done an exemplary job in leading the hospital on the journey of becoming a Pathway to Excellence designated hospital. [19]
Darren Collington, MPA, is the Chief Financial Officer at NYC Health + Hospitals/South Brooklyn Health. [6, 7, 23] His responsibilities include overall oversight of financial strategy, financial reporting, and planning. [2] His role in healthcare financial management was sparked by his commitment towards positively impacting members of society and the overall community. [2] He joined the hospital (formerly Coney Island Hospital) in 1996 as an Administrative Fellow and has held roles including Coordinator for Ambulatory Care and Supervising Systems Analyst. [2] Mr. Collington assisted in the creation and preparation of the operating budget and the hospital facilities' annual revenue budget. [2] He has committed his impact to support both clinical and non-clinical settings. [2] He holds a Master's in Public Administration with a sub minor in Finance. [2]
Michelle Bekman is the Chief Growth Officer at NYC Health + Hospitals/South Brooklyn Health. [3, 6, 9, 10, 17, 20, 23] She has spoken about the importance of investing in the overall health of women and increasing access to care in the community. [9, 17] She also commented on the relocation of the Ida G. Israel Community Health Center, stating it allows them to better serve patients in a modern, accessible setting. [10]
Phillip Wadle is the Associate Executive Director of Strategy and Operations at NYC H+H / South Brooklyn Health. [6, 7] He has served in this role for over a year, previously serving as the Associate Executive Director of Strategy and Planning. [7] Prior to joining South Brooklyn Health, Phillip served as the Deputy Chief of Strategy and Innovation for Health in the New York City Mayor's Office. [7] He holds a master's degree in exercise physiology (sport psychology) from Texas Christian University and a bachelor's degree in health and physical activity from the University of Pittsburgh. [7]
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 371 |
|---|
| FTE Employees on Payroll | 2215.37 |
|---|---|
| FTE Interns & Residents | 167.09 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 26387 |
| Inpatient Days (Title XIX) | 17255 |
| Total Inpatient Days | 84395 |
| Bed Count | 252 |
| Available Bed Days | 91980 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3127 |
| Discharges (Title XIX) | 1854 |
| Total Discharges | 11283 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 22552 |
| Inpatient Days (Title XIX; Adults & Peds) | 14477 |
| Total Inpatient Days (Adults & Peds) | 69359 |
| Bed Count (Adults & Peds) | 211 |
| Available Bed Days (Adults & Peds) | 77015 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3127 |
| Discharges (Title XIX; Adults & Peds) | 1854 |
| Total Discharges (Adults & Peds) | 11283 |
| Care Quality Stengths | The hospital is average in every measured mortality rate 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. 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 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 | 61% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| 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 | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 202 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 17.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 49 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 87.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| 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 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.4 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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 | 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | Not Available |
| 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 | Number of Cases Too Small |
| 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.876 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.880 |
| SSI SIR (Standardized Infection Ratio) | 0.404 |
| CDI SIR (Standardized Infection Ratio) | 0.170 |
| MRSA SIR (Standardized Infection Ratio) | 1.262 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $81,583 |
|---|---|
| Bad Debt Expense | $9,427 |
| Uncompensated Care Cost | $90,923 |
| Total Uncompensated Care | $451,670 |
| Total Salaries | $221,816 |
|---|---|
| Overhead Expenses (Non-Salary) | $463,778 |
| Depreciation Expense | $45,806 |
| Total Operating Costs | $568,704 |
| Inpatient Charges | $327,734 |
|---|---|
| Outpatient Charges | $241,202 |
| Total Patient Charges | $568,936 |
| Core Wage Costs | $99,008 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $221,816 |
| Contract Labor (Patient Care) | $35,746 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $3,207 |
| Cash & Bank Balances | $1,630 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $76,917 |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | $612 |
| Total Current Assets | $-106,918 |
| Land Value | |
|---|---|
| Land Improvements Value | $2,133 |
| Building Value | $720,407 |
| Leasehold Improvements | |
| Fixed Equipment Value | $312,925 |
| Major Movable Equipment | $105,235 |
| Minor Depreciable Equipment | $38,361 |
| Health IT Assets | |
| Total Fixed Assets | $843,947 |
| Long-Term Investments | |
|---|---|
| Other Assets | $79,943 |
| Total Other Assets | $79,943 |
| Total Assets | $816,972 |
| Accounts Payable | $-1,051,027 |
|---|---|
| Salaries & Wages Payable | $24,508 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $49,194 |
| Total Current Liabilities | $-977,326 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $480,342 |
| Total Long-Term Liabilities | $480,342 |
| Total Liabilities | $-496,984 |
| General Fund Balance | $469,934 |
|---|---|
| Total Fund Balances | $1,313,956 |
| Total Liabilities & Equity | $816,972 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $10,809 |
| DRG (Post-Oct 1) | $33,833 |
| Outlier Payments | |
| DSH Adjustment | $4,186 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $22,640 |
| Total IME Payments | $12,920 |
| Inpatient Revenue | $942,190 |
|---|---|
| Outpatient Revenue | $510,781 |
| Total Patient Revenue | $1,452,971 |
| Contractual Allowances & Discounts | $864,459 |
| Net Patient Revenue | $588,512 |
| Total Operating Expenses | $685,594 |
| Net Service Income | $-97,082 |
| Other Income | $91,559 |
| Total Income | $-5,523 |
| Other Expenses | |
| Net Income | $-5,523 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $118,365 |
| Medicaid Charges | $577,241 |
| Net CHIP Revenue | $471 |
| CHIP Charges | $2,686 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |