UNC Lenoir Health Care, located in Kinston, NC, is dedicated to providing exceptional healthcare to the community. As a not-for-profit hospital with 199 licensed beds, we offer quality inpatient, outpatient, and preventive care services close to home. Our advanced specialized services include cardiology, pulmonology, oncology, and more, delivered by a medical staff of over 100 physicians. We are committed to improving the health and well-being of our community through advanced care and educational health programs. UNC Lenoir Health Care is part of the UNC Health System.
| Hospital Name | UNC Lenoir Health Care |
|---|---|
| Facility ID | 340027 |
| Address | 100 AIRPORT RD |
|---|---|
| City/Town | Kinston |
| State | NC |
| ZIP Code | 28501 |
| County/Parish | LENOIR |
| Health System | UNC Health |
|---|---|
| Health System Website Domain | unchealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 17 |
|---|---|
| Health System Total Beds | 3517 |
| Health System Hospital Locations | North Carolina |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UNC Health |
| Emergency Services | Yes |
Crystal Hayden, DNP, RN, FACHE, was named President and Chief Executive Officer of UNC Health Lenoir, effective May 28, 2023. Hayden has served as Chief Operating Officer at UNC Health Nash since 2019, and as Chief Nursing Officer at UNC Health Nash since 2016. Before joining the leadership team at Nash UNC Health Care in 2016, Hayden served as Senior Vice President and Chief Nursing Officer at Onslow Memorial Hospital from 2008 to 2016. Hayden earned a Bachelor of Science degree in Nursing from Hawaii Pacific University, a Master of Science degree in Nursing from Duke University, and a Doctorate of Nursing Practice at Duke University.
Dr. Keri Noeske joined UNC Health Lenoir as Vice President and Chief Nursing Officer. Dr. Noeske most recently served as Chief Nursing Officer at Kaweah Health in Visalia, California. She has been recognized for multiple awards for excellence in leadership, strategic vision, and operational impact, including the Nursing Excellence in Leadership Award. Prior to her position at Kaweah Health, she held several leadership roles at Ascension Borgess Healthcare in Kalamazoo, Michigan, served as a faculty member at University of Phoenix, Western Michigan University, and Kellogg Community College. Noeske holds a Master of Science Nursing, Master of Healthcare Administration, and a Doctor of Nursing Practice. She has a passion for rural community care.
Dr. Claire Paris is Board Certified in Internal Medicine. After completing her residency at East Tennessee State University, she practiced in a traditional Internal Medicine clinic for two years before establishing a Hospitalist practice. She earned her MBA in 2018 at Kenan-Flagler and utilizes her education and skills, combined with her medical and hospital expertise, to impact patient lives on a larger scale as Vice-President and Chief Medical Officer at UNC Lenoir Healthcare in Kinston, NC. She was selected by the ACP Hospitalist journal as one of ten Top Docs in 2014 for her work in mortality reduction.
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 235 |
|---|
| FTE Employees on Payroll | 775.66 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7586 |
| Inpatient Days (Title XIX) | 2072 |
| Total Inpatient Days | 22793 |
| Bed Count | 182 |
| Available Bed Days | 66430 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1419 |
| Discharges (Title XIX) | 361 |
| Total Discharges | 4670 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6843 |
| Inpatient Days (Title XIX; Adults & Peds) | 1859 |
| Total Inpatient Days (Adults & Peds) | 19621 |
| Bed Count (Adults & Peds) | 168 |
| Available Bed Days (Adults & Peds) | 61320 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1419 |
| Discharges (Title XIX; Adults & Peds) | 361 |
| Total Discharges (Adults & Peds) | 4670 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients report challenges the cleanliness of 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 | 53% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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 | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 11 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -10 |
| 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 | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.6 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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) | Number of Cases Too Small |
| 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 | Number of Cases Too Small |
| 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) | 1.033 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.622 |
| SSI SIR (Standardized Infection Ratio) | 0.852 |
| CDI SIR (Standardized Infection Ratio) | 0.380 |
| MRSA SIR (Standardized Infection Ratio) | 2.081 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $3,196 |
|---|---|
| Bad Debt Expense | $19,787 |
| Uncompensated Care Cost | $10,097 |
| Total Uncompensated Care | $10,098 |
| Total Salaries | $61,559 |
|---|---|
| Overhead Expenses (Non-Salary) | $69,418 |
| Depreciation Expense | $8,538 |
| Total Operating Costs | $114,082 |
| Inpatient Charges | $121,116 |
|---|---|
| Outpatient Charges | $206,049 |
| Total Patient Charges | $327,165 |
| Core Wage Costs | $12,430 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $61,559 |
| Contract Labor (Patient Care) | $11,104 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $5,552 |
|---|---|
| Short-Term Investments | $36 |
| Notes Receivable | |
| Accounts Receivable | $16,674 |
| Allowance for Doubtful Accounts | |
| Inventory | $3,530 |
| Prepaid Expenses | $2,557 |
| Other Current Assets | |
| Total Current Assets | $41,720 |
| Land Value | $595 |
|---|---|
| Land Improvements Value | $8,329 |
| Building Value | $77,584 |
| Leasehold Improvements | |
| Fixed Equipment Value | $84,820 |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $57,772 |
| Long-Term Investments | |
|---|---|
| Other Assets | $76,321 |
| Total Other Assets | $76,321 |
| Total Assets | $175,814 |
| Accounts Payable | $3,689 |
|---|---|
| Salaries & Wages Payable | $6,796 |
| Payroll Taxes Payable | |
| Short-Term Debt | $3,404 |
| Deferred Revenue | |
| Other Current Liabilities | $10,931 |
| Total Current Liabilities | $24,820 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $22,801 |
| Total Long-Term Liabilities | $22,801 |
| Total Liabilities | $47,621 |
| General Fund Balance | $128,193 |
|---|---|
| Total Fund Balances | $128,193 |
| Total Liabilities & Equity | $175,814 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,935 |
| DRG (Post-Oct 1) | $10,259 |
| Outlier Payments | |
| DSH Adjustment | $534 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $11,638 |
| Total IME Payments |
| Inpatient Revenue | $121,580 |
|---|---|
| Outpatient Revenue | $207,001 |
| Total Patient Revenue | $328,581 |
| Contractual Allowances & Discounts | $203,310 |
| Net Patient Revenue | $125,272 |
| Total Operating Expenses | $130,977 |
| Net Service Income | $-5,705 |
| Other Income | $7,986 |
| Total Income | $2,281 |
| Other Expenses | $-351 |
| Net Income | $2,631 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $25,209 |
| Medicaid Charges | $59,172 |
| Net CHIP Revenue | $5 |
| CHIP Charges | $19 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |