MedStar Southern Maryland Hospital Center

MedStar Southern Maryland Hospital Center, located at 7503 Surratts Road in Clinton, MD, is a 262-bed full-service acute care facility dedicated to providing advanced, patient-centered care. As a leading healthcare provider in Southern Maryland, we offer a wide range of services, including emergency care, cardiology, orthopedics, and cancer treatment through the MedStar Georgetown Cancer Institute. We also provide specialized care for women and newborns, including a Level II Special Care Nursery. Our commitment to advanced technology and top doctors ensures that our community receives the highest quality clinical care close to home. We not only treat illnesses and injuries but also promote wellness and community health, striving to improve the quality of life for all residents of Southern Maryland. With a focus on patient safety, innovation, and a connection to the community, we aim to be your trusted healthcare partner.

Identifiers

Hospital Name MedStar Southern Maryland Hospital Center
Facility ID 210062

Location

Address 7503 SURRATTS ROAD
City/Town Clinton
State MD
ZIP Code 20735
County/Parish PRINCE GEORGES

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 - Private
Ownership Details MedStar Health
Emergency Services Yes

Stephen T. Michaels, MD, FACHE

President, MedStar Southern Maryland Hospital Center and Senior Vice President, MedStar Health

Dr. Michaels is the new president of MedStar Southern Maryland and senior vice president, MedStar Health, effective January 28, 2022. [9, 12] He is an orthopedic surgeon who formerly practiced in Prince George's County. [9] He joined MedStar St. Mary's Hospital in 2011 as vice president of medical affairs and served a joint role as vice president of medical affairs at MedStar Southern Maryland from 2012 to 2014. [5, 9] In 2015, he was promoted to chief operating and medical officer at MedStar St. Mary's. [5, 9] His leadership experience includes management of medical affairs, physician recruitment and retention, and expansion and delivery of innovative healthcare services. [5, 9] Across MedStar Health, he served as co-executive lead on the MedStar Health Perioperative Governance Council, engaged in resource utilization management improvements, telemedicine implementation, and International Classification of Diseases-10 initiatives. [5, 9] Dr. Michaels currently serves on the Health Services Cost Review Commission Performance Measurement Workgroup, Maryland Hospital Association Council on Quality, and is an active member of the MedStar Health Leadership Team. [5, 9]

Kelly Haynie, DHA, MPA

Vice President of Operations at MedStar Southern Maryland Hospital Center, MedStar Health

NA

Karen Wyche Latham, DNP, RN, NEA-BC, CENP

Vice President, Nursing, and Chief Nursing Officer

NA

Chile Ahaghotu, MD, MBA, EMHL, FACS

Vice President, Medical Affairs

Dr. Ahaghotu is Vice President of Medical Affairs for MedStar Southern Hospital Center, providing clinical leadership and oversight for quality and safety, medical education and research. [11] Previously, he was Vice President and Chief Medical Officer at Steward Carney Hospital in Boston, Massachusetts. [11] Dr. Ahaghotu graduated from the College of Medicine at the University of Nigeria. [11] He completed a General Surgery residency at Howard University Hospital, a residency in Urology at the University of Iowa Hospital and Clinics, and an American Cancer Society Oncology Fellowship. [11]

Purvi Jani, MHA, MBA

Chief Financial Officer

NA

Residency Programs

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

Capacity & Services

Licensed Beds 239

Staffing & Personnel

FTE Employees on Payroll 1110.75
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 20012
Inpatient Days (Title XIX) 4317
Total Inpatient Days 52990
Bed Count 188
Available Bed Days 68620
Discharges (Title V) NA
Discharges (Title XVIII) 3655
Discharges (Title XIX) 657
Total Discharges 10382

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 18195
Inpatient Days (Title XIX; Adults & Peds) 3794
Total Inpatient Days (Adults & Peds) 45638
Bed Count (Adults & Peds) 164
Available Bed Days (Adults & Peds) 59860
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3655
Discharges (Title XIX; Adults & Peds) 657
Total Discharges (Adults & Peds) 10382

Quality Summary

Care Quality Stengths Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Very low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges with communication about their medications. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. 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 heart failure so that patients don't have to come back to the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

Nurse Communication โ€“ Star Rating
Doctor Communication โ€“ Star Rating
Staff Responsiveness โ€“ Star Rating
Communication About Medicines โ€“ Star Rating
Discharge Information โ€“ Star Rating
Care Transition โ€“ Star Rating
Cleanliness โ€“ Star Rating
Quietness โ€“ Star Rating
Overall Hospital Rating โ€“ Star Rating
Recommend Hospital โ€“ Star Rating

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 40%

Mortality Group Indicators

Mortality Group โ€“ Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
Mortality Group โ€“ Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group โ€“ Death Rate for CABG Surgery Patients
Mortality Group โ€“ Death Rate for COPD Patients No Different Than National Average
Mortality Group โ€“ Death Rate for Heart Failure Patients Better Than National Average
Mortality Group โ€“ Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group โ€“ Death Rate for Stroke Patients No Different Than National Average
Mortality Group โ€“ Pressure Ulcer Rate No Different Than National Average
Mortality Group โ€“ Death Rate Among Surgical Inpatients With Serious Treatable Complications No Different Than National Average
Mortality Group โ€“ Iatrogenic Pneumothorax Rate No Different Than National Average
Mortality Group โ€“ In-Hospital Fall with Hip Fracture Rate
Mortality Group โ€“ Postoperative Hemorrhage or Hematoma Rate No Different Than National Average
Mortality Group โ€“ Postoperative Acute Kidney Injury Requiring Dialysis Rate No Different Than National Average
Mortality Group โ€“ Postoperative Respiratory Failure Rate No Different Than National Average
Mortality Group โ€“ Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group โ€“ Postoperative Sepsis Rate No Different Than National Average
Mortality Group โ€“ Postoperative Wound Dehiscence Rate No Different Than National Average
Mortality Group โ€“ Abdominopelvic Accidental Puncture or Laceration Rate No Different Than National Average
Mortality Group โ€“ 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) 344

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -13.3
Readmission Score Hospital Return Days for Heart Failure Patients 19.5
Readmission Score Hospital Return Days for Pneumonia Patients -1.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.9
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 1.4
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.7
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.2
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 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 Worse 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 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) 0.490
CAUTI SIR (Standardized Infection Ratio) 0.093
SSI SIR (Standardized Infection Ratio) 0.361
CDI SIR (Standardized Infection Ratio) 0.143
MRSA SIR (Standardized Infection Ratio) 0.263

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $6,820
Bad Debt Expense $7,058
Uncompensated Care Cost $11,773
Total Uncompensated Care $11,773

Operating Expenses ($ thousands)

Total Salaries $106,391
Overhead Expenses (Non-Salary) $200,745
Depreciation Expense $874
Total Operating Costs $249,684

Charges ($ thousands)

Inpatient Charges $205,407
Outpatient Charges $113,743
Total Patient Charges $319,150

Wage-Related Details ($ thousands)

Core Wage Costs $19,420
Wage Costs (RHC/FQHC)
Adjusted Salaries $106,386
Contract Labor (Patient Care) $36,643
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet โ€“ Current Assets ($ thousands)

Cash & Bank Balances $-31
Short-Term Investments
Notes Receivable
Accounts Receivable $47,097
Allowance for Doubtful Accounts $-15,606
Inventory $4,755
Prepaid Expenses $654
Other Current Assets
Total Current Assets $36,963

Balance Sheet โ€“ Fixed Assets ($ thousands)

Land Value $3,140
Land Improvements Value $1,328
Building Value $101,828
Leasehold Improvements $7,562
Fixed Equipment Value $2,564
Major Movable Equipment $103,960
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $111,719

Balance Sheet โ€“ Other Assets ($ thousands)

Long-Term Investments $737
Other Assets $16,674
Total Other Assets $17,411
Total Assets $166,093

Balance Sheet โ€“ Current Liabilities ($ thousands)

Accounts Payable $10,341
Salaries & Wages Payable $8,261
Payroll Taxes Payable
Short-Term Debt $9,006
Deferred Revenue
Other Current Liabilities $7,876
Total Current Liabilities $31,151

Balance Sheet โ€“ Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities
Total Liabilities $31,151

Balance Sheet โ€“ Equity ($ thousands)

General Fund Balance $134,942
Total Fund Balances $134,942
Total Liabilities & Equity $166,093

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $8,325
DRG (Post-Oct 1) $30,244
Outlier Payments
DSH Adjustment $1,533
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $216,135
Outpatient Revenue $135,600
Total Patient Revenue $351,735
Contractual Allowances & Discounts $81,765
Net Patient Revenue $269,970
Total Operating Expenses $307,135
Net Service Income $-37,166
Other Income $8,541
Total Income $-28,624
Other Expenses
Net Income $-28,624

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $61,285
Medicaid Charges $74,278
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