Metrowest Medical Center

MetroWest Medical Center, located at 115 Lincoln Street in Framingham, MA, is dedicated to providing high-quality, comprehensive care close to home. As a leading healthcare provider in the MetroWest region, we offer a skilled team of medical professionals committed to transforming lives and enhancing our community. Affiliated with Tufts Medicine, we integrate cutting-edge research and academic knowledge to deliver outstanding, evidence-based care. As a proud teaching facility, we are committed to training the next generation of healthcare providers. MetroWest Medical Center is a community built on care, fostering a compassionate environment for healing.

Identifiers

Hospital Name Metrowest Medical Center
Facility ID 220175

Location

Address 115 LINCOLN STREET
City/Town Framingham
State MA
ZIP Code 1701
County/Parish MIDDLESEX

Health System

Health System Tenet Healthcare Corporation
Health System Website Domain tenethealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

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

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Tenet Healthcare Corporation
Emergency Services Yes

George Rizzuto

Interim CEO

Comes to Framingham after previously serving as CEO of West Boca Medical Center in Florida for nearly six years, retiring from the role in 2019.

Stephanie Jackman-Havey

Chief Financial Officer

Previously associate CFO at Saint Vincent Hospital in Worcester, as well as for the Massachusetts market for Tenet Healthcare. Completed Tenet's CFO Development Program. Before joining the company in 2021, she was vice president, finance, and controller for Central Maine Healthcare. Holds a bachelor's degree in management from Fitchburg State University.

David Richards

Chief Human Resources Officer

NA

Michele Sinopoli, MD, MBA, FACOG

Market Chief Medical Officer

NA

Melanie Vymlatil, RN

Associate Chief Nursing Officer

NA

Neil Wallis

Associate Administrator

NA

Residency Programs

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

Capacity & Services

Licensed Beds 360

Staffing & Personnel

FTE Employees on Payroll 613.26
FTE Interns & Residents 42.66

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 10544
Inpatient Days (Title XIX) 5046
Total Inpatient Days 30938
Bed Count 143
Available Bed Days 52195
Discharges (Title V) NA
Discharges (Title XVIII) 2187
Discharges (Title XIX) 843
Total Discharges 6434

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 9344
Inpatient Days (Title XIX; Adults & Peds) 3318
Total Inpatient Days (Adults & Peds) 25617
Bed Count (Adults & Peds) 117
Available Bed Days (Adults & Peds) 42705
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2187
Discharges (Title XIX; Adults & Peds) 843
Total Discharges (Adults & Peds) 6434

Quality Summary

Care Quality Stengths Hospital does an above-average 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 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 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 43%

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
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 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 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) 248

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 17.6
Readmission Score Hospital Return Days for Heart Failure Patients -1.8
Readmission Score Hospital Return Days for Pneumonia Patients -5.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.2
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 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 15.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.5
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.8
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 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) 1.438
CAUTI SIR (Standardized Infection Ratio) 2.136
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 1.004
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

Fiscal Year Begin Feb 01, 2022
Fiscal Year End Jan 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,502
Bad Debt Expense $18,165
Uncompensated Care Cost $4,663
Total Uncompensated Care $4,663

Operating Expenses ($ thousands)

Total Salaries $89,995
Overhead Expenses (Non-Salary) $141,921
Depreciation Expense $7,872
Total Operating Costs $191,838

Charges ($ thousands)

Inpatient Charges $505,990
Outpatient Charges $702,951
Total Patient Charges $1,208,940

Wage-Related Details ($ thousands)

Core Wage Costs $14,955
Wage Costs (RHC/FQHC)
Adjusted Salaries $89,913
Contract Labor (Patient Care) $10,808
Wage Costs (Part A Teaching) $33
Wage Costs (Interns & Residents) $536

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $1,114
Short-Term Investments
Notes Receivable
Accounts Receivable $105,339
Allowance for Doubtful Accounts $-69,040
Inventory $3,506
Prepaid Expenses $1,174
Other Current Assets
Total Current Assets $58,343

Balance Sheet – Fixed Assets ($ thousands)

Land Value $11,330
Land Improvements Value $619
Building Value $62,341
Leasehold Improvements $98
Fixed Equipment Value
Major Movable Equipment $32,245
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $53,750

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $2,178
Other Assets $849
Total Other Assets $7,691
Total Assets $119,784

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $12,035
Salaries & Wages Payable $1,668
Payroll Taxes Payable $5,109
Short-Term Debt $1,853
Deferred Revenue
Other Current Liabilities $18,724
Total Current Liabilities $39,389

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $994
Long-Term Notes Payable $23,976
Unsecured Loans
Other Long-Term Liabilities $2,580
Total Long-Term Liabilities $27,550
Total Liabilities $66,940

Balance Sheet – Equity ($ thousands)

General Fund Balance $52,844
Total Fund Balances $52,844
Total Liabilities & Equity $119,784

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $17,145
DRG (Post-Oct 1) $9,193
Outlier Payments
DSH Adjustment $1,196
Eligible DSH % $0
Simulated MC Payments $15,949
Total IME Payments $3,976

Revenue & Income Statement ($ thousands)

Inpatient Revenue $505,990
Outpatient Revenue $702,951
Total Patient Revenue $1,208,940
Contractual Allowances & Discounts $1,000,583
Net Patient Revenue $208,357
Total Operating Expenses $231,859
Net Service Income $-23,502
Other Income $10,383
Total Income $-13,119
Other Expenses
Net Income $-13,119

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $36,441
Medicaid Charges $281,207
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 SAP
ERP Version NA
EHR is Changing No