MedStar Montgomery Medical Center

MedStar Montgomery Medical Center, located in Olney, Maryland, is a 138-bed non-profit acute care community medical center and teaching hospital. For over 100 years, we have provided sophisticated, high-quality, and personalized care, offering a broad range of healthcare specialties and advanced technologies not always found in community hospitals. We are especially known for our advanced cancer care through the MedStar Georgetown Cancer Institute, orthopedic services via the MedStar Orthopaedic Institute, and comprehensive women's health services at our Breast Health and Imaging Center. We are committed to delivering the highest levels of quality and patient safety, striving to exceed expectations with a seamless and supportive experience.

Identifiers

Hospital Name MedStar Montgomery Medical Center
Facility ID 210018

Location

Address 18101 PRINCE PHILIP DRIVE
City/Town Olney
State MD
ZIP Code 20832
County/Parish MONTGOMERY

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

Emily Briton

President, MedStar Montgomery Medical Center and Senior Vice President, MedStar Health

Joined as President of MedStar Montgomery Medical Center and senior vice president, MedStar Health as of July 1, 2023. Briton previously held several leadership roles within the MedStar Health system, most recently serving as chief operating officer and senior vice president at MedStar Washington Hospital Center in Washington D.C. [2, 6, 7]

Thomas Breakey, FACHE

Vice President, Operations

No detailed background information found in the provided snippets.

Claire Piccirillo, DNP, MS, RN

Vice President of Patient Care Services & Chief Nursing Officer

No detailed background information found in the provided snippets.

Emily Sheeler

Interim Chief Financial Officer

No detailed background information found in the provided snippets.

Ngozi Uzogara Wexler, MD

Vice President of Medical Affairs, MedStar Montgomery Medical Center

No detailed background information found in the provided snippets.

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 165

Staffing & Personnel

FTE Employees on Payroll 765.84
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 15738
Inpatient Days (Title XIX) 3175
Total Inpatient Days 30113
Bed Count 96
Available Bed Days 35040
Discharges (Title V) NA
Discharges (Title XVIII) 2693
Discharges (Title XIX) 429
Total Discharges 5242

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 14869
Inpatient Days (Title XIX; Adults & Peds) 2974
Total Inpatient Days (Adults & Peds) 27177
Bed Count (Adults & Peds) 86
Available Bed Days (Adults & Peds) 31390
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2693
Discharges (Title XIX; Adults & Peds) 429
Total Discharges (Adults & Peds) 5242

Quality Summary

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. Patients report challenges with communication about their medications. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

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 62%

Mortality Group Indicators

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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 246

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -4.6
Readmission Score Hospital Return Days for Pneumonia Patients 2.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.5
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 11.6
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1
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 17.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.8
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.5
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 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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.000
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) 0.626
CDI SIR (Standardized Infection Ratio) 0.503
MRSA SIR (Standardized Infection Ratio) 1.049

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $4,978
Bad Debt Expense $3,627
Uncompensated Care Cost $7,333
Total Uncompensated Care $8,824

Operating Expenses ($ thousands)

Total Salaries $70,148
Overhead Expenses (Non-Salary) $128,058
Depreciation Expense $10,233
Total Operating Costs $172,083

Charges ($ thousands)

Inpatient Charges $93,215
Outpatient Charges $115,076
Total Patient Charges $208,291

Wage-Related Details ($ thousands)

Core Wage Costs $15,052
Wage Costs (RHC/FQHC)
Adjusted Salaries $70,143
Contract Labor (Patient Care) $10,843
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $378
Short-Term Investments
Notes Receivable
Accounts Receivable $27,301
Allowance for Doubtful Accounts $-7,029
Inventory $3,456
Prepaid Expenses $427
Other Current Assets
Total Current Assets $27,999

Balance Sheet – Fixed Assets ($ thousands)

Land Value $147
Land Improvements Value $8,145
Building Value $104,405
Leasehold Improvements $3,394
Fixed Equipment Value $8,290
Major Movable Equipment $56,504
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $69,435

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $3,468
Other Assets $-532
Total Other Assets $2,936
Total Assets $100,370

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,355
Salaries & Wages Payable $6,807
Payroll Taxes Payable
Short-Term Debt $4,394
Deferred Revenue
Other Current Liabilities $3,462
Total Current Liabilities $15,532

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $2,389
Total Long-Term Liabilities $2,389
Total Liabilities $17,921

Balance Sheet – Equity ($ thousands)

General Fund Balance $82,449
Total Fund Balances $82,449
Total Liabilities & Equity $100,370

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $6,143
DRG (Post-Oct 1) $21,775
Outlier Payments
DSH Adjustment $782
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $93,147
Outpatient Revenue $115,145
Total Patient Revenue $208,291
Contractual Allowances & Discounts $34,577
Net Patient Revenue $173,714
Total Operating Expenses $198,206
Net Service Income $-24,491
Other Income $8,628
Total Income $-15,863
Other Expenses
Net Income $-15,863

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $26,037
Medicaid Charges $33,320
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