Strong Memorial Hospital

Strong Memorial Hospital, located at 601 Elmwood Avenue in Rochester, NY, is the region's largest and most comprehensive hospital, providing expert care backed by the latest research and innovations. As part of the area's only academic medical center, our clinicians are also scholars, researchers, and educators, training the next generation of healers. Hospitals across the region trust us with their most complex cases due to our expertise and leading-edge facilities. At Strong Memorial Hospital, we are committed to delivering the highest quality healthcare in a safe, compassionate environment.

Identifiers

Hospital Name Strong Memorial Hospital
Facility ID 330285

Location

Address 601 ELMWOOD AVE
City/Town Rochester
State NY
ZIP Code 14642
County/Parish MONROE

Health System

Health System UR Medicine
Health System Website Domain urmc.rochester.edu
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 5
Health System Total Beds 1440
Health System Hospital Locations New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details UR Medicine
Emergency Services Yes

Kathy Parrinello

President & Chief Executive Officer

Directs all aspects of Strong Memorial Hospital's operations and leads the effort to prepare the health care system to succeed in a managed care environment. She also directs all of the managed care activities at Strong and the University of Rochester Medical Center's affiliates.

Angelique Cohen

Interim Chief Quality Officer

Leads Strong Memorial Hospital's quality assurance, clinical practice evaluation, quality, and safety improvement initiatives.

Kate Valcin

Interim Chief Nursing Executive and Vice President

Strong Memorial Hospital's senior nurse and oversees a department of over 5,000 nurses, support staff and respiratory therapists.

Michael Apostolakos

Chief Medical Officer

Board certified in Pulmonary Disease and Critical Care Medicine. As Strong Memorial Hospital's CMO he serves as the liaison between the medical staff and administration. He is responsible for coordinating patient care and safety.

Steven Goldstein

President & Chief Executive Officer

NA

Ruth O'Regan

Physician-in-Chief of Strong Memorial Hospital

Chair of Medicine and Charles A. Dewey Professor at the University of Rochester. Additionally serves as Associate Director of Education and Mentoring at the Wilmot Cancer Institute at University of Rochester.

Residency Programs

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

Capacity & Services

Licensed Beds 900

Staffing & Personnel

FTE Employees on Payroll 12021.1
FTE Interns & Residents 761.35

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 43437
Inpatient Days (Title XIX) 14174
Total Inpatient Days 299387
Bed Count 749
Available Bed Days 273385
Discharges (Title V) NA
Discharges (Title XVIII) 4803
Discharges (Title XIX) 991
Total Discharges 35695

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 34695
Inpatient Days (Title XIX; Adults & Peds) 7487
Total Inpatient Days (Adults & Peds) 212940
Bed Count (Adults & Peds) 501
Available Bed Days (Adults & Peds) 182865
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 4803
Discharges (Title XIX; Adults & Peds) 991
Total Discharges (Adults & Peds) 35695

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns Patients report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has multiple significant high-patient-mortality concerns. 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.

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 70%

Mortality Group Indicators

Mortality Group โ€“ Rate of Complications for Hip/Knee Replacement Patients
Mortality Group โ€“ Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group โ€“ Death Rate for CABG Surgery Patients No Different Than National Average
Mortality Group โ€“ Death Rate for COPD Patients No Different Than National Average
Mortality Group โ€“ Death Rate for Heart Failure Patients No Different 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 Worse 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 Worse Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 238

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -19.1
Readmission Score Hospital Return Days for Heart Failure Patients 29.8
Readmission Score Hospital Return Days for Pneumonia Patients 43.6
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 10.3
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.8
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 11.6
Readmission Score Rate of Readmission for CABG 11
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.7
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.8
Readmission Group Hospital Return Days for Heart Attack Patients Fewer Days Than Average 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 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 No Different Than the National Rate
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 Not Available
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) 1.112
CAUTI SIR (Standardized Infection Ratio) 0.932
SSI SIR (Standardized Infection Ratio) 1.447
CDI SIR (Standardized Infection Ratio) 0.413
MRSA SIR (Standardized Infection Ratio) 0.692

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $28,372
Bad Debt Expense $17,733
Uncompensated Care Cost $35,704
Total Uncompensated Care $229,623

Operating Expenses ($ thousands)

Total Salaries $1,074,409
Overhead Expenses (Non-Salary) $2,060,956
Depreciation Expense $114,186
Total Operating Costs $2,928,581

Charges ($ thousands)

Inpatient Charges $2,477,194
Outpatient Charges $4,505,025
Total Patient Charges $6,982,219

Wage-Related Details ($ thousands)

Core Wage Costs $272,207
Wage Costs (RHC/FQHC)
Adjusted Salaries $1,074,409
Contract Labor (Patient Care) $118,330
Wage Costs (Part A Teaching) $8,636
Wage Costs (Interns & Residents) $11,839

Balance Sheet โ€“ Current Assets ($ thousands)

Cash & Bank Balances $456,513
Short-Term Investments $497,287
Notes Receivable
Accounts Receivable $336,996
Allowance for Doubtful Accounts
Inventory $62,184
Prepaid Expenses
Other Current Assets $-123,491
Total Current Assets $1,300,705

Balance Sheet โ€“ Fixed Assets ($ thousands)

Land Value $7,768
Land Improvements Value $110
Building Value $506,721
Leasehold Improvements $82,205
Fixed Equipment Value $790,610
Major Movable Equipment $597,935
Minor Depreciable Equipment
Health IT Assets $91,694
Total Fixed Assets $991,402

Balance Sheet โ€“ Other Assets ($ thousands)

Long-Term Investments
Other Assets $244,194
Total Other Assets $244,194
Total Assets $2,536,301

Balance Sheet โ€“ Current Liabilities ($ thousands)

Accounts Payable $152,656
Salaries & Wages Payable $28,736
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $284,441
Total Current Liabilities $465,832

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

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $841,364
Total Long-Term Liabilities $841,364
Total Liabilities $1,307,196

Balance Sheet โ€“ Equity ($ thousands)

General Fund Balance $1,181,017
Total Fund Balances $1,229,104
Total Liabilities & Equity $2,536,301

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $18,819
DRG (Post-Oct 1) $54,641
Outlier Payments
DSH Adjustment $4,132
Eligible DSH % $0
Simulated MC Payments $131,619
Total IME Payments $29,378

Revenue & Income Statement ($ thousands)

Inpatient Revenue $2,479,322
Outpatient Revenue $5,072,764
Total Patient Revenue $7,552,086
Contractual Allowances & Discounts $4,237,308
Net Patient Revenue $3,314,778
Total Operating Expenses $3,142,694
Net Service Income $172,084
Other Income $-40,230
Total Income $131,854
Other Expenses $-17,828
Net Income $149,682

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $489,774
Medicaid Charges $1,613,409
Net CHIP Revenue $15,509
CHIP Charges $53,607

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No