Mount Sinai Medical Center

Mount Sinai Medical Center, located at 4300 Alton Road in Miami Beach, Florida, is the largest private, independent, not-for-profit teaching hospital in South Florida. Founded in 1949, we offer innovative and comprehensive care across various specialties, including cardiology, neuroscience, oncology, and orthopedics. As a teaching hospital, we integrate technology, research, and academics to provide exceptional patient care, earning accolades such as being named one of America's 100 Best Hospitals. With multiple locations throughout Miami-Dade County, Mount Sinai is committed to delivering quality healthcare to our diverse community.

Identifiers

Hospital Name Mount Sinai Medical Center
Facility ID 100034

Location

Address 4300 ALTON RD
City/Town Miami Beach
State FL
ZIP Code 33140
County/Parish MIAMI-DADE

Health System

Health System Independent
Health System Website Domain msmc.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 672
Health System Hospital Locations Florida

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Mount Sinai Medical Center (FL)
Emergency Services Yes

Gino R. Santorio

President and CEO, Mount Sinai Medical Center

As President and Chief Executive Officer, he leads Mount Sinai Medical Center, which is described as a trusted leader in health care, providing world-class medicine, probing research, academics and charity care. [10]

Barry L. Skolnick

Chairman, Board of Trustees

Elected as Chairman of the Executive Board of Trustees in February 2023. He has been a supporter of Mount Sinai since 2013, served as vice chairman of the board from 2019 to 2022, and as president of the Mount Sinai Medical Center Foundation in 2022. [5]

Paul Steven Singerman

Vice Chair

Vice Chair of the Executive Board of Trustees. [2]

Daphna Cramer

Secretary

Secretary of the Executive Board of Trustees. [2]

Todd Heimowitz, D.O.

President, Medical Staff

President of the Medical Staff. [2]

Mark H. Hildebrandt

Immediate Past Chairman, Board of Trustees

Immediate Past Chairman of the Board of Trustees. [2]

Residency Programs

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

Capacity & Services

Licensed Beds 672

Staffing & Personnel

FTE Employees on Payroll 4234.29
FTE Interns & Residents 190.79

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 24815
Inpatient Days (Title XIX) 4563
Total Inpatient Days 119307
Bed Count 481
Available Bed Days 175565
Discharges (Title V) NA
Discharges (Title XVIII) 4556
Discharges (Title XIX) 1025
Total Discharges 24831

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 20610
Inpatient Days (Title XIX; Adults & Peds) 1498
Total Inpatient Days (Adults & Peds) 94849
Bed Count (Adults & Peds) 389
Available Bed Days (Adults & Peds) 141985
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 4556
Discharges (Title XIX; Adults & Peds) 1025
Total Discharges (Adults & Peds) 24831

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital does an above-average 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. 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 – 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 69%

Mortality Group Indicators

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 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) 184

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -9.5
Readmission Score Hospital Return Days for Heart Failure Patients 21.2
Readmission Score Hospital Return Days for Pneumonia Patients 35.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.4
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.8
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.9
Readmission Score Rate of Readmission for CABG 10.8
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.5
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.9
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 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 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) 1.697
CAUTI SIR (Standardized Infection Ratio) 0.663
SSI SIR (Standardized Infection Ratio) 2.214
CDI SIR (Standardized Infection Ratio) 0.483
MRSA SIR (Standardized Infection Ratio) 0.408

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $18,470
Bad Debt Expense $119,531
Uncompensated Care Cost $38,906
Total Uncompensated Care $38,906

Operating Expenses ($ thousands)

Total Salaries $350,580
Overhead Expenses (Non-Salary) $443,223
Depreciation Expense $41,491
Total Operating Costs $524,475

Charges ($ thousands)

Inpatient Charges $1,702,482
Outpatient Charges $1,491,074
Total Patient Charges $3,193,555

Wage-Related Details ($ thousands)

Core Wage Costs $41,999
Wage Costs (RHC/FQHC)
Adjusted Salaries $350,580
Contract Labor (Patient Care) $40,780
Wage Costs (Part A Teaching) $553
Wage Costs (Interns & Residents) $3,062

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $244,439
Short-Term Investments
Notes Receivable
Accounts Receivable $100,037
Allowance for Doubtful Accounts
Inventory $12,334
Prepaid Expenses $9,809
Other Current Assets $3,060
Total Current Assets $378,797

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value $412,122
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $412,122

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $156,392
Other Assets $9,292
Total Other Assets $165,684
Total Assets $956,603

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $36,124
Salaries & Wages Payable $46,827
Payroll Taxes Payable
Short-Term Debt $41,591
Deferred Revenue
Other Current Liabilities $45,484
Total Current Liabilities $178,098

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $389,172
Unsecured Loans
Other Long-Term Liabilities $68,467
Total Long-Term Liabilities $457,638
Total Liabilities $635,737

Balance Sheet – Equity ($ thousands)

General Fund Balance $320,866
Total Fund Balances $320,866
Total Liabilities & Equity $956,603

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $40,270
DRG (Post-Oct 1) $209
Outlier Payments
DSH Adjustment $2,069
Eligible DSH % $0
Simulated MC Payments $63,959
Total IME Payments $6,163

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,711,267
Outpatient Revenue $1,828,157
Total Patient Revenue $3,539,424
Contractual Allowances & Discounts $2,635,241
Net Patient Revenue $904,182
Total Operating Expenses $793,803
Net Service Income $110,379
Other Income $49,377
Total Income $159,757
Other Expenses $141,779
Net Income $17,978

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $23,931
Medicaid Charges $295,420
Net CHIP Revenue
CHIP Charges

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