Saint Clare's Hospital in Denville

Saint Clare's Hospital in Denville, located at 25 Pocono Road, is an award-winning community hospital committed to providing high-quality, compassionate care with state-of-the-art technology. As part of Saint Clare's Health, we offer a wide range of services including emergency care (with specialization in pediatrics and senior care and minimal wait times), cardiac care (recognized by the American Heart Association and Healthgrades), orthopedics, maternity, cancer care, and surgical services. Saint Clare's Denville has received an "A" Hospital Safety Grade from the Leapfrog Group and is dedicated to a patient-focused approach, treating everyone with dignity and respect. We strive to be the best hospital in Denville, offering advanced technology and personalized experiences for both everyday and life-changing care. Schedule an appointment today and experience the Saint Clare's Health difference!

Identifiers

Hospital Name Saint Clare's Hospital in Denville
Facility ID 310050

Location

Address 25 POCONO ROAD
City/Town Denville
State NJ
ZIP Code 7834
County/Parish MORRIS

Health System

Health System Prime Healthcare
Health System Website Domain primehealthcare.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 46
Health System Total Beds 9912
Health System Hospital Locations Alabama, California, Georgia, Illinois, Indiana, Kansas, Michigan, Missouri, New Jersey, Nevada, Ohio, Pennsylvania, Rhode Island and Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Prime Healthcare
Emergency Services Yes

Brian L. Ulery

Chief Executive Officer

Mr. Ulery joins Saint Clare's Health (including Saint Clare's Denville Hospital, Saint Clare's Dover Hospital, Saint Clare's Behavioral Health and affiliated clinics) with over 20+ years of healthcare executive leadership experience. Mr. Ulery holds a Master of Healthcare Administration, as well as a Masters of Business Administration from the University of Pittsburgh. Mr. Ulery was appointed Vice President, Facilities Operations and Physician Services for Broward Health (Fort Lauderdale, Florida) comprised of 4 hospitals, a surgery center and an independent diagnostic imaging center.

Dr. Pramil Cheriyath

Chief Medical Officer, Program Director

NA

Dr. Vinod Nookala

Associate Chief Medical Officer, Hospitalist Director, Associate Program Director

NA

Edward McManus, MD, FACP

Associate Program Director

NA

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 418

Staffing & Personnel

FTE Employees on Payroll 1599
FTE Interns & Residents 30.16

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 16074
Inpatient Days (Title XIX) 1851
Total Inpatient Days 47561
Bed Count 217
Available Bed Days 79155
Discharges (Title V) NA
Discharges (Title XVIII) 3550
Discharges (Title XIX) 520
Total Discharges 11834

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 14552
Inpatient Days (Title XIX; Adults & Peds) 978
Total Inpatient Days (Adults & Peds) 38071
Bed Count (Adults & Peds) 181
Available Bed Days (Adults & Peds) 66015
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3550
Discharges (Title XIX; Adults & Peds) 520
Total Discharges (Adults & Peds) 11834

Quality Summary

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. Hospital has had some challengs with infection rates being high.

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 60%

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 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 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) 171

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 18.3
Readmission Score Hospital Return Days for Heart Failure Patients 15.8
Readmission Score Hospital Return Days for Pneumonia Patients 12.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.7
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 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.2
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 22.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.6
Readmission Group Hospital Return Days for Heart Attack Patients Average Days 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 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 Worse 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) 1.197
CAUTI SIR (Standardized Infection Ratio) 2.247
SSI SIR (Standardized Infection Ratio) 1.329
CDI SIR (Standardized Infection Ratio) 0.659
MRSA SIR (Standardized Infection Ratio) 1.103

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $8,146
Bad Debt Expense $12,662
Uncompensated Care Cost $10,561
Total Uncompensated Care $43,015

Operating Expenses ($ thousands)

Total Salaries $121,782
Overhead Expenses (Non-Salary) $170,533
Depreciation Expense $10,423
Total Operating Costs $261,693

Charges ($ thousands)

Inpatient Charges $841,592
Outpatient Charges $586,250
Total Patient Charges $1,427,842

Wage-Related Details ($ thousands)

Core Wage Costs $23,995
Wage Costs (RHC/FQHC)
Adjusted Salaries $121,782
Contract Labor (Patient Care) $3,094
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $438

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $8,984
Short-Term Investments
Notes Receivable
Accounts Receivable $40,708
Allowance for Doubtful Accounts
Inventory $4,086
Prepaid Expenses $1,611
Other Current Assets $1,577
Total Current Assets $69,912

Balance Sheet – Fixed Assets ($ thousands)

Land Value $15,009
Land Improvements Value $2,220
Building Value $46,029
Leasehold Improvements $526
Fixed Equipment Value
Major Movable Equipment $61,022
Minor Depreciable Equipment $4,739
Health IT Assets
Total Fixed Assets $70,452

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $33,047
Total Other Assets $33,047
Total Assets $173,410

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $24,230
Salaries & Wages Payable $11,526
Payroll Taxes Payable
Short-Term Debt $4,439
Deferred Revenue
Other Current Liabilities $9,292
Total Current Liabilities $-41,209

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $136,614
Unsecured Loans
Other Long-Term Liabilities $9,963
Total Long-Term Liabilities $146,577
Total Liabilities $105,369

Balance Sheet – Equity ($ thousands)

General Fund Balance $68,042
Total Fund Balances $68,042
Total Liabilities & Equity $173,410

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $32,464
DRG (Post-Oct 1) $11,757
Outlier Payments
DSH Adjustment $1,041
Eligible DSH % $0
Simulated MC Payments $20,596
Total IME Payments $2,341

Revenue & Income Statement ($ thousands)

Inpatient Revenue $856,389
Outpatient Revenue $590,624
Total Patient Revenue $1,447,013
Contractual Allowances & Discounts $1,155,573
Net Patient Revenue $291,440
Total Operating Expenses $292,054
Net Service Income $-614
Other Income $11,944
Total Income $11,330
Other Expenses
Net Income $11,330

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $4,369
Medicaid Charges $217,826
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No