NMC Health - HealthLuminate

Identifiers

Hospital Name	NMC Health
Facility ID	170103

Location

Address	600 MEDICAL CENTER DRIVE
City/Town	Newton
State	KS
ZIP Code	67114
County/Parish	HARVEY

Health System

Health System	Independent
Health System Website Domain	mynchealth.org
Recently Joined Health System (Past 4 Years)	No

Health System Size & Scope

Health System Total Hospitals	1
Health System Total Beds	55
Health System Hospital Locations	Kansas

Ownership & Characteristics

Hospital Type	Acute Care Hospitals
Hospital Ownership	Voluntary non-profit - Private
Ownership Details	NMC OpCo Ltd
Emergency Services	Yes

Vallerie Gleason

President and CEO

Joined NMC Health in 2004 as vice president of physician services and most recently served as the hospital's chief clinical integration officer. Graduated from Newman University with a Bachelor of Science in Business and holds a Master of Business Administration degree from Baker University. Gleason serves on the boards of Asbury Park, the Kansas Hospital Association, the American Hospital Association, Hesston College, and KidPower, Inc. She is also a member of Pleasant Valley United Methodist Church, where she volunteers, and has been an adjunct faculty member at Friends University since 2006. [10, 16]

Barth Hague

Chair, NMC Health Board of Directors

A committed community volunteer and former CEO of Mirror, Inc., Barth Hague has also served as a Newton City Commissioner and Mayor. [3]

Marilyn Wilder

Vice-Chair, NMC Health Board of Directors

Chief Judge of the 9th Judicial District of Kansas. [3]

Carolyn McGinn

Treasurer, NMC Health Board of Directors

Co-owner of McGinn Family Farm and Kansas Senator for the 31st District. [3]

Richard Stinnett

Secretary, NMC Health Board of Directors

Currently serving as President at Business Technology Career Opportunities, Inc., Richard Stinnett is also a Newton City Commissioner and former Mayor. [3]

Jame Copeland

Assistant Secretary, NMC Health Board of Directors

Managing Director of Specialized Lending at INTRUST Bank. [3]

Chris Conrade

Past Chair, NMC Health Board of Directors

CEO of Conrade Insurance. [3]

Greg Lehr

Member, NMC Health Board of Directors

Superintendent of Schools for USD 262 Valley Center. [3]

Randy Tegethoff

Member, NMC Health Board of Directors

CPA, Serving as President and Chief Investment Officer of Citizens State Bank. [3]

Charles Craig, MD

Chief Medical Officer and Medical Staff Liaison

Works closely with the Medical Executive Officers and oversees policies, practices, provider licensing, and education to ensure high standards of patient care quality and safety. [12]

Residency Programs

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

Capacity & Services

Licensed Beds	55

Staffing & Personnel

FTE Employees on Payroll	574.05
FTE Interns & Residents	NA

Inpatient Utilization

Inpatient Days (Title V)	NA
Inpatient Days (Title XVIII)	3812
Inpatient Days (Title XIX)	354
Total Inpatient Days	9825
Bed Count	76
Available Bed Days	27740
Discharges (Title V)	NA
Discharges (Title XVIII)	829
Discharges (Title XIX)	10
Total Discharges	2790

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds)	NA
Inpatient Days (Title XVIII; Adults & Peds)	3436
Inpatient Days (Title XIX; Adults & Peds)	22
Total Inpatient Days (Adults & Peds)	7977
Bed Count (Adults & Peds)	70
Available Bed Days (Adults & Peds)	25550
Discharges (Title V; Adults & Peds)	NA
Discharges (Title XVIII; Adults & Peds)	829
Discharges (Title XIX; Adults & Peds)	10
Total Discharges (Adults & Peds)	2790

Quality Summary

Care Quality Stengths	High overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns

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	72%

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
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	Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better)	131

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients	Not Available
Readmission Score Hospital Return Days for Heart Failure Patients	-1.5
Readmission Score Hospital Return Days for Pneumonia Patients	24.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies)	13.7
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	0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate	13.1
Readmission Score Rate of Readmission for CABG	Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients	17
Readmission Score Heart Failure (HF) 30-Day Readmission Rate	19.1
Readmission Score Rate of Readmission After Hip/Knee Replacement	4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide)	14.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate	16.6
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)	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)	0.000
CAUTI SIR (Standardized Infection Ratio)	0.825
SSI SIR (Standardized Infection Ratio)	0.242
CDI SIR (Standardized Infection Ratio)	0.671
MRSA SIR (Standardized Infection Ratio)	N/A

Fiscal Period

Fiscal Year Begin	Jul 01, 2022
Fiscal Year End	Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost	$1,110
Bad Debt Expense	$3,729
Uncompensated Care Cost	$2,387
Total Uncompensated Care	$4,909

Operating Expenses ($ thousands)

Total Salaries	$46,366
Overhead Expenses (Non-Salary)	$54,192
Depreciation Expense	$2,281
Total Operating Costs	$72,930

Charges ($ thousands)

Inpatient Charges	$63,043
Outpatient Charges	$150,236
Total Patient Charges	$213,278

Wage-Related Details ($ thousands)

Core Wage Costs	$5,392
Wage Costs (RHC/FQHC)
Adjusted Salaries	$46,366
Contract Labor (Patient Care)	$1,917
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances	$2,114
Short-Term Investments	$31,531
Notes Receivable
Accounts Receivable	$35,612
Allowance for Doubtful Accounts	$-23,803
Inventory	$1,935
Prepaid Expenses	$2,417
Other Current Assets
Total Current Assets	$50,792

Balance Sheet – Fixed Assets ($ thousands)

Land Value	$2,007
Land Improvements Value	$5,052
Building Value	$52,125
Leasehold Improvements
Fixed Equipment Value	$9,608
Major Movable Equipment	$51,270
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets	$44,273

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments	$13,410
Other Assets	$17
Total Other Assets	$13,427
Total Assets	$108,493

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable	$2,778
Salaries & Wages Payable	$3,079
Payroll Taxes Payable	$2,152
Short-Term Debt	$2,471
Deferred Revenue
Other Current Liabilities	$-1,373
Total Current Liabilities	$9,107

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt	$12,922
Long-Term Notes Payable	$507
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities	$13,430
Total Liabilities	$22,537

Balance Sheet – Equity ($ thousands)

General Fund Balance	$85,956
Total Fund Balances	$85,956
Total Liabilities & Equity	$108,493

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)	$1,712
DRG (Post-Oct 1)	$5,624
Outlier Payments
DSH Adjustment	$97
Eligible DSH %	$0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue	$63,066
Outpatient Revenue	$178,422
Total Patient Revenue	$241,488
Contractual Allowances & Discounts	$148,293
Net Patient Revenue	$93,194
Total Operating Expenses	$100,558
Net Service Income	$-7,364
Other Income	$7,482
Total Income	$118
Other Expenses
Net Income	$118

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio	$0
Net Medicaid Revenue	$3,209
Medicaid Charges	$19,374
Net CHIP Revenue
CHIP Charges

EHR Information

EHR	MEDITECH Expanse
EHR Version	Expanse
EHR is Changing	No

ERP Information

ERP	MEDITECH
ERP Version	NA
EHR is Changing	No