St. Mary's Healthcare, located at 427 Guy Park Avenue in Amsterdam, NY, is a comprehensive healthcare system dedicated to serving the residents of Montgomery and Fulton counties. Founded in 1903 by the Sisters of Saint Joseph of Carondelet, St. Mary's offers an award-winning acute care hospital, primary and specialty care centers, behavioral health services, physical rehabilitation, and a 160-bed nursing home. We provide a wide range of services, including emergency, urgent, and ambulatory care, as well as advanced surgical options like minimally invasive and robotic surgery featuring the Da Vinci XI system. St. Mary's is proud to be a local, independent hospital, committed to our friends and neighbors and envisioning a bright future of continued service.
| Hospital Name | St. Mary's Healthcare |
|---|---|
| Facility ID | 330047 |
| Address | 427 GUY PARK AVENUE |
|---|---|
| City/Town | Amsterdam |
| State | NY |
| ZIP Code | 12010 |
| County/Parish | MONTGOMERY |
| Health System | Independent |
|---|---|
| Health System Website Domain | smha.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 149 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Independent |
| Emergency Services | Yes |
With decades of experience and deep community roots, ready for the future. [3] Passionate, mission-driven professional committed to carrying the healthcare system forward, while retaining excellence in patient care our community has relied upon for more than a century. [3] Has spent his entire career in health care developing programs that help ensure access to quality care, emphasize the patient experience, and encourage collaboration and workforce development. [4, 15] Committed to continually improving and maintaining the health of individuals, families, and the region as a whole. [4] Before joining St. Mary's, he served as executive vice president at Saratoga Hospital. [4, 15] Instrumental in growing the multidisciplinary Saratoga Hospital Medical Group and oversaw much of the hospital's daily operations and was responsible for its outpatient network of more than 20 locations. [4] Holds a baccalaureate degree from Le Moyne College in Syracuse and an Executive Master of Business Administration degree from the William E. Simon Graduate School of Business Administration at the University of Rochester. [4, 15] Member of the American College of Healthcare Executives and the Healthcare Financial Management Association. [4] Also a professional member of the Society for Human Resources Management. [4]
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Responsible for human resource operations and workforce strategies. [16] Has more than 15 years of administration and leadership experience. [16] Most recently served as senior director of operations at Jackson Lewis P.C., a national law firm focused on labor and employment law. [16] Skilled in change management, leadership development, recruitment, and retention and has a track record of success in building and sustaining supportive work environments. [16] Holds a bachelor's degree in political science from the State University of New York at Oneonta. [16] Also shares St. Mary's commitment to caring for poor and vulnerable persons, volunteers, and organizes a team to provide gifts to families in need. [16] Previously worked as an office administrator for Wilson Elser and as an executive assistant for the New York State Assembly. [16]
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Job goes far beyond overseeing fundraising efforts; it's about forging meaningful connections and empowering the community to shape the future of their local hospital. [22] About bridging the gap between donors and patients and ensuring every donation, partnership, and event has a lasting impact. [22] Born and raised in Johnstown, has a Master of Business Administration degree. [22] Previously worked at Liberty ARC in Amsterdam as their stewardship and development manager. [22] Committed to making the region a better place. [22] Finds it meaningful knowing her work creates strong partnerships for the hospital and the communities that rely on it. [22]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 149 |
|---|
| FTE Employees on Payroll | 318 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4053 |
| Inpatient Days (Title XIX) | 465 |
| Total Inpatient Days | 17412 |
| Bed Count | 100 |
| Available Bed Days | 36500 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 753 |
| Discharges (Title XIX) | 51 |
| Total Discharges | 2918 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3600 |
| Inpatient Days (Title XIX; Adults & Peds) | 380 |
| Total Inpatient Days (Adults & Peds) | 14877 |
| Bed Count (Adults & Peds) | 92 |
| Available Bed Days (Adults & Peds) | 33580 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 753 |
| Discharges (Title XIX; Adults & Peds) | 51 |
| Total Discharges (Adults & Peds) | 2918 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 does not do a good job of treating conditions like heart failure 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 | 59% |
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| 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) | 208 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 46.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 17.4 |
| 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 | 11.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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 | 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 | Number of Cases Too Small |
| 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) | 0.992 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.498 |
| SSI SIR (Standardized Infection Ratio) | 0.346 |
| CDI SIR (Standardized Infection Ratio) | 0.677 |
| MRSA SIR (Standardized Infection Ratio) | 1.781 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,143 |
|---|---|
| Bad Debt Expense | $6,052 |
| Uncompensated Care Cost | $4,099 |
| Total Uncompensated Care | $19,721 |
| Total Salaries | $99,609 |
|---|---|
| Overhead Expenses (Non-Salary) | $84,350 |
| Depreciation Expense | $30 |
| Total Operating Costs | $157,660 |
| Inpatient Charges | $128,271 |
|---|---|
| Outpatient Charges | $360,990 |
| Total Patient Charges | $489,261 |
| Core Wage Costs | $11,849 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $89,619 |
| Contract Labor (Patient Care) | $2,797 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-498 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $64,143 |
| Allowance for Doubtful Accounts | $-42,707 |
| Inventory | $2,799 |
| Prepaid Expenses | $1,025 |
| Other Current Assets | $1,756 |
| Total Current Assets | $37,913 |
| Land Value | $7,929 |
|---|---|
| Land Improvements Value | $576 |
| Building Value | $45,466 |
| Leasehold Improvements | $332 |
| Fixed Equipment Value | |
| Major Movable Equipment | $15,172 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $51,506 |
| Long-Term Investments | $31,601 |
|---|---|
| Other Assets | $34,175 |
| Total Other Assets | $65,776 |
| Total Assets | $155,195 |
| Accounts Payable | $10,344 |
|---|---|
| Salaries & Wages Payable | $7,105 |
| Payroll Taxes Payable | |
| Short-Term Debt | $3,273 |
| Deferred Revenue | |
| Other Current Liabilities | $5,365 |
| Total Current Liabilities | $26,087 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $4,411 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $7,720 |
| Total Long-Term Liabilities | $12,131 |
| Total Liabilities | $38,219 |
| General Fund Balance | $102,168 |
|---|---|
| Total Fund Balances | $116,976 |
| Total Liabilities & Equity | $155,195 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,901 |
| DRG (Post-Oct 1) | $4,821 |
| Outlier Payments | |
| DSH Adjustment | $295 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $131,035 |
|---|---|
| Outpatient Revenue | $395,630 |
| Total Patient Revenue | $526,665 |
| Contractual Allowances & Discounts | $374,895 |
| Net Patient Revenue | $151,770 |
| Total Operating Expenses | $185,008 |
| Net Service Income | $-33,238 |
| Other Income | $15,046 |
| Total Income | $-18,193 |
| Other Expenses | $588 |
| Net Income | $-18,781 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $22,518 |
| Medicaid Charges | $118,358 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |