NYC Health + Hospitals/Elmhurst, located at 79-01 Broadway in Elmhurst, Queens, is a 545-bed public hospital and a vital part of the NYC Health + Hospitals system. We are a designated stroke center and a Level I Trauma Center, offering expert care in neurology, emergency medicine, and various surgical specialties. As a regional referral center, we excel in trauma services, cardiac catheterization, neurosurgery, and adult, adolescent, and pediatric psychiatric services. We are committed to providing high-quality, affordable healthcare to all New Yorkers, with a focus on meeting the diverse needs of our community, delivering over 4,000 babies each year.
| Hospital Name | NYC Health + Hospitals/Elmhurst |
|---|---|
| Facility ID | 330128 |
| Address | 79-01 BROADWAY |
|---|---|
| City/Town | Elmhurst |
| State | NY |
| ZIP Code | 11373 |
| County/Parish | QUEENS |
| 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 | Government - Local |
| Ownership Details | NYC Health + Hospitals |
| Emergency Services | Yes |
Dr. Helen Arteaga-Landaverde has served as CEO of NYC Health + Hospitals/Elmhurst, a 545-bed Level 1 Trauma and Academic Medical Center with over a million patient visits a year, since February 2021. She is the first woman of color and the first Latina to lead the hospital's executive team. Under Helen's leadership, NYC Health + Hospitals/Elmhurst has been recognized as one of U.S. News and World Report's “Best Regional Hospitals” and one of the nation's “High Performing” hospitals in 9 individual service areas. Helen has also led Elmhurst Hospital's efforts to improve clinical quality measures and patient satisfaction scores. In September 2023, The Joint Commission recognized Elmhurst as the first hospital in New York State to achieve a Health Equity Gold standard certification. Helen has also spearheaded the hospital's efforts to obtain Planetree Silver Level Certification and has worked closely with healthcare providers as they reached major milestones. She has proven to be a visionary leader in terms of planning for the hospital's future, lobbying for funds for major renovations. Helen has also strongly recognized the critical need to provide extra support to hospital healthcare workers by overseeing the implementation of NYC Health + Hospitals first comprehensive Wellness program. Prior to her role at Elmhurst, Helen served as Assistant Vice President, Queens Network and Executive Initiatives at Urban Health Plan, where she co-founded Plaza del Sol Family Health Center. Helen has a bachelor's degree from New York University, a Master of Public Health from Columbia University's Mailman School of Public Health, and a Ph.D. from the City University of New York's School of Public Health in Community Health and Health Policy.
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Also serves as Senior Executive Director. [2]
Came from the hospitality sector and looks forward to empowering people with these skills. [7]
Role involves ensuring high-quality care, monitoring quality problems such as readmissions and hospital-acquired conditions, and collecting patient feedback. A primary care physician, holds a master's degree in Quality and Safety Management and advanced certifications in Healthcare Analytics, High Reliability, Physician Leadership, Diversity, Equity, and Inclusion. Also serves as the Clinical Director of Elmhurst Hospital's Safety Net Clinic and the Street Outreach and Wellness Program and is an assistant professor of medicine at the Icahn School of Medicine at Mount Sinai, a Fellow of the American College of Physicians, and the President-Elect of the Society of General Internal Medicine Mid-Atlantic Region. [2]
Background is as a pediatrician specializing in Adolescent Health. Will be working on initiatives to improve healthcare outcomes for all patients, including screening for social determinants of health and updating policies and practices to reduce health inequities, developing programs to encourage proactive safety measures, and promoting safety culture and a reduction in healthcare errors. [2]
An Elmhurst Nursing Department veteran. Will play a pivotal role in assisting the hospital to achieve magnet designation and will spearhead other key initiatives to enhance patient care. [2]
Professor of obstetrics and gynecology and dean for the Elmhurst and Queens programs at the Icahn School of Medicine at Mount Sinai. Received her MD from the Shiraz University School of Medicine in Iran and completed her residency in obstetrics and gynecology at Mount Sinai Medical Center. She is board-certified in obstetrics and gynecology. [3]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | Yes |
| Pediatric Residency Program | Yes |
| Licensed Beds | 545 |
|---|
| FTE Employees on Payroll | 3222.23 |
|---|---|
| FTE Interns & Residents | 277.05 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11810 |
| Inpatient Days (Title XIX) | 30873 |
| Total Inpatient Days | 114098 |
| Bed Count | 358 |
| Available Bed Days | 130670 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1605 |
| Discharges (Title XIX) | 4000 |
| Total Discharges | 16759 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10773 |
| Inpatient Days (Title XIX; Adults & Peds) | 27522 |
| Total Inpatient Days (Adults & Peds) | 97113 |
| Bed Count (Adults & Peds) | 299 |
| Available Bed Days (Adults & Peds) | 109135 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1605 |
| Discharges (Title XIX; Adults & Peds) | 4000 |
| Total Discharges (Adults & Peds) | 16759 |
| 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 challenges with nurse communication. 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 an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 57% |
|---|
| 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 | |
| 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) | 282 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 6.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 27.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 9.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| 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 | 13.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.6 |
| 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) | 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 | 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) | 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) | 0.141 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.612 |
| SSI SIR (Standardized Infection Ratio) | 1.137 |
| CDI SIR (Standardized Infection Ratio) | 0.316 |
| MRSA SIR (Standardized Infection Ratio) | 0.459 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $161,601 |
|---|---|
| Bad Debt Expense | $40,838 |
| Uncompensated Care Cost | $202,392 |
| Total Uncompensated Care | $673,443 |
| Total Salaries | $316,632 |
|---|---|
| Overhead Expenses (Non-Salary) | $628,047 |
| Depreciation Expense | $45,105 |
| Total Operating Costs | $764,910 |
| Inpatient Charges | $415,685 |
|---|---|
| Outpatient Charges | $348,225 |
| Total Patient Charges | $763,910 |
| Core Wage Costs | $133,023 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $316,632 |
| Contract Labor (Patient Care) | $69,857 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $9,686 |
| Cash & Bank Balances | $5,753 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $127,872 |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | $2,894 |
| Total Current Assets | $81,526 |
| Land Value | |
|---|---|
| Land Improvements Value | $1,209 |
| Building Value | $404,964 |
| Leasehold Improvements | |
| Fixed Equipment Value | $148,059 |
| Major Movable Equipment | $122,280 |
| Minor Depreciable Equipment | $17,877 |
| Health IT Assets | |
| Total Fixed Assets | $141,106 |
| Long-Term Investments | |
|---|---|
| Other Assets | $118,299 |
| Total Other Assets | $118,299 |
| Total Assets | $340,932 |
| Accounts Payable | $-916,004 |
|---|---|
| Salaries & Wages Payable | $38,413 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $64,443 |
| Total Current Liabilities | $-813,148 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $696,699 |
| Total Long-Term Liabilities | $696,699 |
| Total Liabilities | $-116,449 |
| General Fund Balance | $316,129 |
|---|---|
| Total Fund Balances | $457,380 |
| Total Liabilities & Equity | $340,932 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,795 |
| DRG (Post-Oct 1) | $16,240 |
| Outlier Payments | |
| DSH Adjustment | $2,372 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $33,358 |
| Total IME Payments | $6,892 |
| Inpatient Revenue | $850,200 |
|---|---|
| Outpatient Revenue | $1,213,685 |
| Total Patient Revenue | $2,063,885 |
| Contractual Allowances & Discounts | $1,201,168 |
| Net Patient Revenue | $862,717 |
| Total Operating Expenses | $944,680 |
| Net Service Income | $-81,963 |
| Other Income | $136,106 |
| Total Income | $54,143 |
| Other Expenses | |
| Net Income | $54,143 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $186,642 |
| Medicaid Charges | $867,665 |
| Net CHIP Revenue | $2,949 |
| CHIP Charges | $13,737 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |