Hospital Auxilio Mutuo

Hospital Auxilio Mutuo, located at Ponce de León Avenue 735 Stop 37 1/2, San Juan, PR, is a leading internationally accredited multi-specialty hospital in Puerto Rico, providing world-class healthcare for over 138 years. As the most comprehensive private hospital in the Caribbean, Auxilio Mutuo offers a wide array of services, including cancer treatment, organ transplants, orthopedics, and specialized rehabilitation, supported by a team of over 500 specialists. With state-of-the-art technology and a commitment to excellence, the hospital has been recognized by leading organizations like The Joint Commission and the American Society of Clinical Oncology. Easily accessible and just minutes away from the San Juan International Airport, Auxilio Mutuo is a preferred destination for medical tourism, offering high-quality care at a fraction of the cost compared to the mainland United States. At Hospital Auxilio Mutuo, patients receive the best treatment, care, and attention through accurate diagnoses, advanced technology, expert service, and genuine compassion.

Identifiers

Hospital Name Hospital Auxilio Mutuo
Facility ID 400016

Location

Address PONCE DE LEON AVENUE 735 STOP 37 1/2
City/Town San Juan
State PR
ZIP Code 918
County/Parish SAN JUAN

Health System

Health System Auxilio Global Health
Health System Website Domain auxiliomutuo.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 2
Health System Total Beds 996
Health System Hospital Locations NA

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Auxilio Mutuo
Emergency Services Yes

Jorge L. Matta-Serrano

CEO and Administrator

Jorge L. Matta-Serrano has been the CEO and Administrator of Auxilio Mutuo Hospital for the last 14 years. He is currently the President of the Board of Directors of the Puerto Rico Hospital Association. His remarkable career of 42 years includes the experience of hospital administration in both, the private and public sectors. He was the CEO for the San Pablo Health System, a division of Universal Health Services, and CEO of San Pablo Hospital in Bayamón, PR, where he began in 1989. Before that, he was the General Administrator of the San Juan City Hospital for 13 years.

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 566

Staffing & Personnel

FTE Employees on Payroll 1973
FTE Interns & Residents 0.7

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 11120
Inpatient Days (Title XIX) 13316
Total Inpatient Days 112065
Bed Count 481
Available Bed Days 175565
Discharges (Title V) NA
Discharges (Title XVIII) 1439
Discharges (Title XIX) 2140
Total Discharges 16103

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 9187
Inpatient Days (Title XIX; Adults & Peds) 10283
Total Inpatient Days (Adults & Peds) 89094
Bed Count (Adults & Peds) 375
Available Bed Days (Adults & Peds) 136875
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1439
Discharges (Title XIX; Adults & Peds) 2140
Total Discharges (Adults & Peds) 16103

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate
Care Quality Concerns 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

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 No Different Than National Average
Mortality Group – Death Rate for Stroke Patients No Different Than National Average
Mortality Group – Pressure Ulcer Rate
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
Mortality Group – Iatrogenic Pneumothorax Rate
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) Not Available

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 28.1
Readmission Score Hospital Return Days for Heart Failure Patients 51.6
Readmission Score Hospital Return Days for Pneumonia Patients 44.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
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 Not Available
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.8
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.3
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.8
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) Not Available
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery Not Available
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission for CABG Number of Cases Too Small
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) NA
CAUTI SIR (Standardized Infection Ratio) NA
SSI SIR (Standardized Infection Ratio) NA
CDI SIR (Standardized Infection Ratio) NA
MRSA SIR (Standardized Infection Ratio) NA

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost
Bad Debt Expense $842
Uncompensated Care Cost $302
Total Uncompensated Care $4,162

Operating Expenses ($ thousands)

Total Salaries $79,595
Overhead Expenses (Non-Salary) $156,393
Depreciation Expense $575
Total Operating Costs $208,018

Charges ($ thousands)

Inpatient Charges $295,472
Outpatient Charges $137,934
Total Patient Charges $433,406

Wage-Related Details ($ thousands)

Core Wage Costs $10,661
Wage Costs (RHC/FQHC)
Adjusted Salaries $79,595
Contract Labor (Patient Care) $2,523
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $24,969
Short-Term Investments $15,139
Notes Receivable
Accounts Receivable $67,155
Allowance for Doubtful Accounts $-29,200
Inventory $2,826
Prepaid Expenses $2,308
Other Current Assets $453
Total Current Assets $85,230

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value
Leasehold Improvements $966
Fixed Equipment Value $10,902
Major Movable Equipment $38,819
Minor Depreciable Equipment
Health IT Assets $3,901
Total Fixed Assets $28,262

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $53,691
Total Other Assets $53,691
Total Assets $167,183

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $19,371
Salaries & Wages Payable $11,519
Payroll Taxes Payable $779
Short-Term Debt $328
Deferred Revenue
Other Current Liabilities $16,465
Total Current Liabilities $48,463

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $48,164
Total Long-Term Liabilities $48,164
Total Liabilities $96,626

Balance Sheet – Equity ($ thousands)

General Fund Balance $70,556
Total Fund Balances $70,556
Total Liabilities & Equity $167,183

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $12,002
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments $65,140
Total IME Payments $14

Revenue & Income Statement ($ thousands)

Inpatient Revenue $301,990
Outpatient Revenue $144,078
Total Patient Revenue $446,067
Contractual Allowances & Discounts $213,973
Net Patient Revenue $232,095
Total Operating Expenses $235,988
Net Service Income $-3,893
Other Income $12,582
Total Income $8,689
Other Expenses $-31
Net Income $8,720

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $15,025
Medicaid Charges $42,183
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 Unknown
EHR is Changing No