Located at 111 East 210th Street in the Bronx, NY, Montefiore Medical Center is a world-class academic medical center and the University Hospital for Albert Einstein College of Medicine. Nationally recognized for clinical excellence, Montefiore is at the forefront of patient care, research, and training the next generation of healthcare leaders. We deliver science-driven, patient-centered care with coordinated, compassionate teams. As a leading healthcare provider deeply rooted in the Bronx, we are committed to advancing the health of the communities we serve through innovative treatments and comprehensive medical care.
| Hospital Name | Montefiore Medical Center |
|---|---|
| Facility ID | 330059 |
| Address | 111 EAST 210TH STREET |
|---|---|
| City/Town | Bronx |
| State | NY |
| ZIP Code | 10467 |
| County/Parish | BRONX |
| Health System | Montefiore Health System |
|---|---|
| Health System Website Domain | montefiore.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 2873 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Montefiore Health System |
| Emergency Services | Yes |
Dr. Ozuah is the President and CEO of Montefiore Medicine, the umbrella organization for Montefiore Health System and Albert Einstein College of Medicine. [2, 3, 4, 5, 6] A nationally recognized physician, leader, executive, researcher, teacher, and author, he previously served as President of Montefiore Health System. [2, 5, 6] He also served as Professor and University Chairman of Pediatrics at Albert Einstein College of Medicine and Physician-in-Chief of Children's Hospital at Montefiore (CHAM). [2, 4, 5, 6] Dr. Ozuah's background includes expanding access to care for underserved communities, recruiting talent, advancing programs, fostering innovations, and improving financial and operational performance across the Montefiore system. [2, 4, 5] He earned his medical degree from the University of Ibadan, Nigeria, a Master's Degree in Education from the University of Southern California, and a PhD in Educational Leadership and Administration from the University of Nebraska–Lincoln. [2, 4, 5, 6] He completed his Pediatric Internship and Residency at Albert Einstein College of Medicine and Montefiore, and his Post-Doctoral Fellowship in Medical Education at the University of Southern California School of Medicine. [2, 4, 5, 6] He has been recognized for excellence in teaching and patient care and has been listed among top healthcare executives. [2, 3, 5, 6]
Peter P. Semczuk serves as Regional Senior Vice President for New York City and Executive Director, Moses Campus & Faculty Practice Group at Montefiore Einstein. [8, 9] He is also identified as Senior Vice President and Executive Director of the Moses Campus, Montefiore's largest campus which includes Montefiore Hospital and the Children's Hospital at Montefiore. [9, 11] He is recognized for his work in emergency services, having overseen the expansion of Montefiore's Department of Emergency Medicine. [7, 9, 11] He has lectured extensively and received awards in patient satisfaction. [9, 11] Prior to Montefiore, he was the Associate Director of Operations at North Central Bronx Hospital. [11] He holds a BA in economics from Hofstra University, an MPH from Columbia University, and a DDS from New York University, and completed a general practice residency at the VA Medical Center in Brooklyn. [11] He is a fellow of the New York Academy of Medicine. [11]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 1491 |
|---|
| FTE Employees on Payroll | 17428.1 |
|---|---|
| FTE Interns & Residents | 1255.14 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 80603 |
| Inpatient Days (Title XIX) | 41090 |
| Total Inpatient Days | 448127 |
| Bed Count | 1410 |
| Available Bed Days | 514650 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 10427 |
| Discharges (Title XIX) | 5405 |
| Total Discharges | 72978 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 72547 |
| Inpatient Days (Title XIX; Adults & Peds) | 35995 |
| Total Inpatient Days (Adults & Peds) | 387079 |
| Bed Count (Adults & Peds) | 1252 |
| Available Bed Days (Adults & Peds) | 456980 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 10427 |
| Discharges (Title XIX; Adults & Peds) | 5405 |
| Total Discharges (Adults & Peds) | 72978 |
| Care Quality Stengths | |
|---|---|
| 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 attacks 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. |
| 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 | 63% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | Better 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 | 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 | 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 | Worse 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 | Worse 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 238 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 31.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -6.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 20.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 13.3 |
| 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 | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 15.4 |
| Readmission Score Rate of Readmission for CABG | 10.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 21 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.514 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.941 |
| SSI SIR (Standardized Infection Ratio) | 1.136 |
| CDI SIR (Standardized Infection Ratio) | 0.566 |
| MRSA SIR (Standardized Infection Ratio) | 0.852 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $30,507 |
|---|---|
| Bad Debt Expense | $25,473 |
| Uncompensated Care Cost | $35,521 |
| Total Uncompensated Care | $408,883 |
| Total Salaries | $2,413,796 |
|---|---|
| Overhead Expenses (Non-Salary) | $2,225,304 |
| Depreciation Expense | $155,901 |
| Total Operating Costs | $2,908,938 |
| Inpatient Charges | $10,681,424 |
|---|---|
| Outpatient Charges | $6,054,623 |
| Total Patient Charges | $16,736,046 |
| Core Wage Costs | $497,125 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $2,088,320 |
| Contract Labor (Patient Care) | $32,451 |
| Wage Costs (Part A Teaching) | $28,454 |
| Wage Costs (Interns & Residents) | $40,525 |
| Cash & Bank Balances | $108,042 |
|---|---|
| Short-Term Investments | $1,237,274 |
| Notes Receivable | $341,748 |
| Accounts Receivable | |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | $373,265 |
| Total Current Assets | $2,144,898 |
| Land Value | $45,814 |
|---|---|
| Land Improvements Value | |
| Building Value | $3,867,437 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $1,177,779 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,378,092 |
| Total Other Assets | $1,378,092 |
| Total Assets | $4,700,769 |
| Accounts Payable | $329,602 |
|---|---|
| Salaries & Wages Payable | $307,307 |
| Payroll Taxes Payable | |
| Short-Term Debt | $14,143 |
| Deferred Revenue | |
| Other Current Liabilities | $510,485 |
| Total Current Liabilities | $1,161,537 |
| Mortgage Debt | $1,985,115 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,634,437 |
| Total Long-Term Liabilities | $3,619,552 |
| Total Liabilities | $4,781,089 |
| General Fund Balance | $-191,483 |
|---|---|
| Total Fund Balances | $-80,320 |
| Total Liabilities & Equity | $4,700,769 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $123,081 |
| DRG (Post-Oct 1) | $43,848 |
| Outlier Payments | |
| DSH Adjustment | $16,280 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $284,340 |
| Total IME Payments | $65,228 |
| Inpatient Revenue | $10,681,424 |
|---|---|
| Outpatient Revenue | $6,054,623 |
| Total Patient Revenue | $16,736,046 |
| Contractual Allowances & Discounts | $13,722,322 |
| Net Patient Revenue | $3,013,724 |
| Total Operating Expenses | $4,639,100 |
| Net Service Income | $-1,625,376 |
| Other Income | $1,581,917 |
| Total Income | $-43,459 |
| Other Expenses | $119,338 |
| Net Income | $-162,797 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $745,150 |
| Medicaid Charges | $6,410,446 |
| Net CHIP Revenue | $10,168 |
| CHIP Charges | $83,199 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | Yes--In Process of Replacing |