Nicholas H Noyes Memorial Hospital

UR Medicine/Noyes Health, located at 111 Clara Barton Street in Dansville, NY, offers community-focused healthcare backed by a world-class medical institution. We provide comprehensive and compassionate care, delivered by professionals who are leaders in their fields. At Noyes, we are more than just a hospital; we are an integral part of the community, offering the kind of care we would choose for our own families and friends. Our services include urgent care, physical therapy, primary care, and medical imaging. We are open 24 hours a day, 7 days a week to serve your healthcare needs.

Identifiers

Hospital Name Nicholas H Noyes Memorial Hospital
Facility ID 330238

Location

Address 111 CLARA BARTON STREET
City/Town Dansville
State NY
ZIP Code 14437
County/Parish LIVINGSTON

Health System

Health System UR Medicine
Health System Website Domain urmc.rochester.edu
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 5
Health System Total Beds 1440
Health System Hospital Locations New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details UR Medicine
Emergency Services Yes

J. Chad Teeters, M.D., MBA, MS, FACC

President and Chief Executive Officer

Selected as the new president and chief executive officer, effective May 1. Served as chief of UR Medicine Highland Hospital's Cardiology Division from 2009 to 2020, and also served for three years as executive medical director for Accountable Health Partners (AHP). Under his leadership, Highland Cardiology grew into a preeminent practice in the region, achieving double-digit financial growth every year for 11 years. Guided Highland to achieve certification as a Heart Failure Center and also to excel in the Mission Lifeline program through the American Heart Association. Instrumental in developing AHP's role as a trusted source of information and support for health care providers across the 10-county Finger Lakes Region during the COVID pandemic. Devotes a half-day each week providing patient care at Finger Lakes Cardiology Group in Geneseo and continues to serve providers as AHP's executive medical director.

Douglas B. Mayhle, M.D.

Medical Director

NA

Ahsen Sheikh, M.D.

President, Noyes Health Medical Staff

NA

Brian Foresman, M.D.

President-elect, Noyes Health Medical Staff

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 72

Staffing & Personnel

FTE Employees on Payroll 383.07
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2253
Inpatient Days (Title XIX) 149
Total Inpatient Days 9945
Bed Count 67
Available Bed Days 24455
Discharges (Title V) NA
Discharges (Title XVIII) 451
Discharges (Title XIX) 30
Total Discharges 1893

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2251
Inpatient Days (Title XIX; Adults & Peds) 73
Total Inpatient Days (Adults & Peds) 7730
Bed Count (Adults & Peds) 59
Available Bed Days (Adults & Peds) 21535
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 451
Discharges (Title XIX; Adults & Peds) 30
Total Discharges (Adults & Peds) 1893

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an above-average job of ensuring patients at the hospital do not get infections.
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 does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

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 65%

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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 203

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -34.6
Readmission Score Hospital Return Days for Pneumonia Patients 36.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.5
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 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 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.6
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.3
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.2
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 Fewer Days Than Average per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients More Days Than Average 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 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) 0.503
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) 1.606
CDI SIR (Standardized Infection Ratio) 0.442
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 $977
Bad Debt Expense $1,410
Uncompensated Care Cost $1,542
Total Uncompensated Care $4,912

Operating Expenses ($ thousands)

Total Salaries $33,205
Overhead Expenses (Non-Salary) $48,999
Depreciation Expense $4,728
Total Operating Costs $66,702

Charges ($ thousands)

Inpatient Charges $28,676
Outpatient Charges $134,033
Total Patient Charges $162,710

Wage-Related Details ($ thousands)

Core Wage Costs $5,351
Wage Costs (RHC/FQHC)
Adjusted Salaries $33,205
Contract Labor (Patient Care) $6,496
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $5,352
Short-Term Investments $40
Notes Receivable
Accounts Receivable $9,360
Allowance for Doubtful Accounts
Inventory $1,649
Prepaid Expenses $1,928
Other Current Assets $465
Total Current Assets $18,794

Balance Sheet – Fixed Assets ($ thousands)

Land Value $373
Land Improvements Value $145
Building Value $32,497
Leasehold Improvements $1,440
Fixed Equipment Value $3,502
Major Movable Equipment $25,676
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $32,199

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $2,716
Other Assets $23,155
Total Other Assets $26,027
Total Assets $77,021

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $10,755
Salaries & Wages Payable $2,673
Payroll Taxes Payable
Short-Term Debt $500
Deferred Revenue
Other Current Liabilities $549
Total Current Liabilities $15,667

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $3,157
Unsecured Loans
Other Long-Term Liabilities $4,992
Total Long-Term Liabilities $8,149
Total Liabilities $23,816

Balance Sheet – Equity ($ thousands)

General Fund Balance $53,205
Total Fund Balances $53,205
Total Liabilities & Equity $77,021

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $999
DRG (Post-Oct 1) $3,181
Outlier Payments
DSH Adjustment $125
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $34,567
Outpatient Revenue $156,123
Total Patient Revenue $190,690
Contractual Allowances & Discounts $116,436
Net Patient Revenue $74,254
Total Operating Expenses $82,204
Net Service Income $-7,951
Other Income $4,170
Total Income $-3,781
Other Expenses $951
Net Income $-4,731

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $7,515
Medicaid Charges $25,240
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No