Providence Newberg Medical Center

Providence Newberg Medical Center, located at 1001 Providence Drive in Newberg, OR, is a technologically advanced and sustainable hospital dedicated to serving the growing needs of Yamhill County. As the first LEED Gold-certified hospital in the nation, we provide a healing environment with 45 inpatient beds, a 24-hour Level IV emergency room, advanced diagnostic imaging, a birth center, and specialized services. Our patient-centered approach ensures easy navigation and a welcoming atmosphere, making it feel more like medical offices than a traditional hospital. Experience exceptional medical care at Providence Newberg, where we combine innovation with a commitment to your well-being and the health of our community.

Identifiers

Hospital Name Providence Newberg Medical Center
Facility ID 380037

Location

Address 1001 PROVIDENCE DRIVE
City/Town Newberg
State OR
ZIP Code 97132
County/Parish YAMHILL

Health System

Health System Providence St. Joseph Health
Health System Website Domain providence.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 44
Health System Total Beds 9633
Health System Hospital Locations Alaska, California, Illinois, Montana, Oregon and Washington

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details Providence St. Joseph Health
Emergency Services Yes

Andrew Haslam

Chief Administrative Officer

Andrew Haslam has been named chief administrative officer for Providence Newberg Medical Center and began his role Monday, June 3, 2024. [5] He has been with Providence for more than 13 years, bringing leadership skills and a passion for the Providence Mission and values. [5] Before coming to Providence Newberg, he served most recently as the chief real estate officer for Providence's Central Division. [5] He started at Providence as an administrative fellow and held various other leadership positions within Providence's real estate strategy and operations. [5] Andrew, his wife Jessica, and their three children are native Oregonians and enjoy hiking, attending their children's sports and activities, and exploring the Pacific Northwest. [5]

Amy Schmitt, MD

Chief Medical Officer

Amy Schmitt, MD, has been Chief Medical Officer of Providence Newberg Medical Center since March 2013. [4] She also served as interim chief executive starting in June (prior to Andrew Haslam's arrival). [4, 5] Her clinical background is in internal medicine. [4] She has served Newberg and Providence well, and her leadership was valuable during the transition period. [5]

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 40

Staffing & Personnel

FTE Employees on Payroll 364.06
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2484
Inpatient Days (Title XIX) 418
Total Inpatient Days 11292
Bed Count 40
Available Bed Days 14600
Discharges (Title V) NA
Discharges (Title XVIII) 582
Discharges (Title XIX) 87
Total Discharges 2760

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2233
Inpatient Days (Title XIX; Adults & Peds) 237
Total Inpatient Days (Adults & Peds) 8918
Bed Count (Adults & Peds) 36
Available Bed Days (Adults & Peds) 13140
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 582
Discharges (Title XIX; Adults & Peds) 87
Total Discharges (Adults & Peds) 2760

Quality Summary

Care Quality Stengths High overall patient satisfaction. The hospital is average in every measured mortality rate
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital struggles with high infection rates

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 80%

Mortality Group Indicators

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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
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) 183

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -3.3
Readmission Score Hospital Return Days for Pneumonia Patients -15.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.8
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 Not Available
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.1
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.774
CAUTI SIR (Standardized Infection Ratio) 2.327
SSI SIR (Standardized Infection Ratio) 1.328
CDI SIR (Standardized Infection Ratio) 0.814
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,961
Bad Debt Expense $822
Uncompensated Care Cost $4,255
Total Uncompensated Care $9,630

Operating Expenses ($ thousands)

Total Salaries $38,076
Overhead Expenses (Non-Salary) $49,533
Depreciation Expense $3,003
Total Operating Costs $103,089

Charges ($ thousands)

Inpatient Charges $77,082
Outpatient Charges $209,396
Total Patient Charges $286,478

Wage-Related Details ($ thousands)

Core Wage Costs $10,953
Wage Costs (RHC/FQHC)
Adjusted Salaries $38,076
Contract Labor (Patient Care) $4,948
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $32,604
Short-Term Investments
Notes Receivable
Accounts Receivable $24,336
Allowance for Doubtful Accounts
Inventory $1,744
Prepaid Expenses $0
Other Current Assets
Total Current Assets $61,735

Balance Sheet – Fixed Assets ($ thousands)

Land Value $6,095
Land Improvements Value $2,054
Building Value $38,809
Leasehold Improvements
Fixed Equipment Value $17,129
Major Movable Equipment $27,006
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $38,073

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $3,721
Other Assets $148
Total Other Assets $3,870
Total Assets $103,678

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $5,929
Salaries & Wages Payable $4,311
Payroll Taxes Payable
Short-Term Debt $272
Deferred Revenue $548
Other Current Liabilities $1,425
Total Current Liabilities $12,946

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $185
Total Long-Term Liabilities $185
Total Liabilities $13,132

Balance Sheet – Equity ($ thousands)

General Fund Balance $90,546
Total Fund Balances $90,546
Total Liabilities & Equity $103,678

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,247
DRG (Post-Oct 1) $1,545
Outlier Payments
DSH Adjustment $165
Eligible DSH % $0
Simulated MC Payments $7,255
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $77,029
Outpatient Revenue $239,033
Total Patient Revenue $316,062
Contractual Allowances & Discounts $164,543
Net Patient Revenue $151,519
Total Operating Expenses $136,402
Net Service Income $15,117
Other Income $7,895
Total Income $23,012
Other Expenses
Net Income $23,012

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $14,428
Medicaid Charges $55,037
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No