Delray Medical Center, located at 5352 Linton Blvd in Delray Beach, FL, has been a vital part of the community for over 40 years. As a 536-bed acute care hospital and Level I Trauma Center, we offer specialized services including advanced cardiac care, orthopedics, neurosciences, and emergency care. Our recent expansion features new private patient rooms and state-of-the-art technology. We are committed to providing safe, personalized, high-quality healthcare and strive to exceed expectations through collaborative teamwork. For more information or to request a physician referral, please visit delraymedicalctr.com or call 1-855-828-7601.
| Hospital Name | Delray Medical Center |
|---|---|
| Facility ID | 100258 |
| Address | 5352 LINTON BLVD |
|---|---|
| City/Town | Delray Beach |
| State | FL |
| ZIP Code | 33484 |
| County/Parish | PALM BEACH |
| Health System | Tenet Healthcare Corporation |
|---|---|
| Health System Website Domain | tenethealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 27 |
|---|---|
| Health System Total Beds | 7109 |
| Health System Hospital Locations | Arizona, California, Florida, Massachusetts, Michigan, Oklahoma, South Carolina, South Dakota, Tennessee and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Tenet Healthcare Corporation |
| Emergency Services | Yes |
Executive with more than 17 years of healthcare leadership experience in South Florida. Came to Delray from Broward Health where she served in a variety of leadership roles, spending the last four years as the CEO of the system's flagship facility, Broward Health Medical Center. Has a strong background in operations and has been recognized for leadership, growth and mentorship. Served on a variety of nonprofit organization boards, including the South Florida Chapter of the American Heart Association, Gilda's Club South Florida and the Greater Fort Lauderdale Chamber of Commerce.
Promoted to Chief Operating Officer after serving as Interim COO since July 2024. Named Associate Administrator of Delray Medical Center in October 2021, responsible for planning, overseeing and directing support services including environmental services and food and nutrition. Provided administrative direction for operations, program development and growth, staffing and construction projects for surgical services and managed several service lines including orthopedics, spine and bariatrics. Earned her Bachelors in Health Science and her Masters in Health Administration from the University of Florida.
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 536 |
|---|
| FTE Employees on Payroll | 1123.72 |
|---|---|
| FTE Interns & Residents | 36.34 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 35800 |
| Inpatient Days (Title XIX) | 2710 |
| Total Inpatient Days | 90477 |
| Bed Count | 324 |
| Available Bed Days | 117997 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 7237 |
| Discharges (Title XIX) | 212 |
| Total Discharges | 18470 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 28417 |
| Inpatient Days (Title XIX; Adults & Peds) | 2188 |
| Total Inpatient Days (Adults & Peds) | 70293 |
| Bed Count (Adults & Peds) | 259 |
| Available Bed Days (Adults & Peds) | 94385 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 7237 |
| Discharges (Title XIX; Adults & Peds) | 212 |
| Total Discharges (Adults & Peds) | 18470 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. 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 report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in 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 | 43% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | Better Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better 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 | Better 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) | 176 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 14.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 10.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 7 |
| 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 | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.2 |
| Readmission Score Rate of Readmission for CABG | 11.4 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.1 |
| 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 | 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 | No Different Than the National Rate |
| 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) | 0.848 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.333 |
| SSI SIR (Standardized Infection Ratio) | 1.353 |
| CDI SIR (Standardized Infection Ratio) | 0.272 |
| MRSA SIR (Standardized Infection Ratio) | 0.967 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $11,791 |
|---|---|
| Bad Debt Expense | $31,704 |
| Uncompensated Care Cost | $14,563 |
| Total Uncompensated Care | $22,478 |
| Total Salaries | $128,139 |
|---|---|
| Overhead Expenses (Non-Salary) | $267,389 |
| Depreciation Expense | $14,470 |
| Total Operating Costs | $348,901 |
| Inpatient Charges | $3,296,468 |
|---|---|
| Outpatient Charges | $1,251,872 |
| Total Patient Charges | $4,548,340 |
| Core Wage Costs | $22,319 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $127,432 |
| Contract Labor (Patient Care) | $6,768 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $96 |
| Cash & Bank Balances | $0 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $370,148 |
| Allowance for Doubtful Accounts | $-282,241 |
| Inventory | $8,918 |
| Prepaid Expenses | $1,908 |
| Other Current Assets | |
| Total Current Assets | $113,420 |
| Land Value | $6,106 |
|---|---|
| Land Improvements Value | $4,728 |
| Building Value | $173,994 |
| Leasehold Improvements | $3,422 |
| Fixed Equipment Value | $46,425 |
| Major Movable Equipment | $139,574 |
| Minor Depreciable Equipment | |
| Health IT Assets | $9,732 |
| Total Fixed Assets | $162,405 |
| Long-Term Investments | |
|---|---|
| Other Assets | $24,806 |
| Total Other Assets | $24,806 |
| Total Assets | $300,630 |
| Accounts Payable | $17,420 |
|---|---|
| Salaries & Wages Payable | $4,820 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,962 |
| Deferred Revenue | $984 |
| Other Current Liabilities | $3,498 |
| Total Current Liabilities | $29,684 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $2,942 |
| Total Long-Term Liabilities | $2,942 |
| Total Liabilities | $32,626 |
| General Fund Balance | $268,004 |
|---|---|
| Total Fund Balances | $268,004 |
| Total Liabilities & Equity | $300,630 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $63,341 |
| DRG (Post-Oct 1) | $21,091 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $64,416 |
| Total IME Payments | $2,599 |
| Inpatient Revenue | $3,305,334 |
|---|---|
| Outpatient Revenue | $1,229,638 |
| Total Patient Revenue | $4,534,971 |
| Contractual Allowances & Discounts | $4,081,670 |
| Net Patient Revenue | $453,302 |
| Total Operating Expenses | $395,513 |
| Net Service Income | $57,789 |
| Other Income | $5,990 |
| Total Income | $63,779 |
| Other Expenses | |
| Net Income | $63,779 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $12,931 |
| Medicaid Charges | $268,478 |
| Net CHIP Revenue | $37 |
| CHIP Charges | $497 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |