Newberry Health

Newberry Health, located at 2669 Kinard St in Newberry, SC, is your community healthcare provider. We are dedicated to offering comprehensive and high-quality medical services to Newberry County and the surrounding areas. Our hospital prioritizes patient-centered care and is committed to enhancing the health and well-being of our community. Visit newberryhospital.org for more information.

Identifiers

Hospital Name Newberry Health
Facility ID 420053

Location

Address 2669 KINARD ST PO BOX 497
City/Town Newberry
State SC
ZIP Code 29108
County/Parish NEWBERRY

Health System

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

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 90
Health System Hospital Locations South Carolina

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Newberry County
Emergency Services Yes

John Snow

Chief Executive Officer (CEO)

Assumed the role of CEO by May 1, 2023, succeeding Bruce Baldwin. He has over 25 years of healthcare and hospital experience, with many of these years serving in rural healthcare markets. Prior to this appointment, Snow served as CEO of Granville Health Systems in Oxford, N.C. He received his Bachelor of Science, management, health care administration from the University of North Carolina, earned a Master of Business Administration, health services management from the University of Dallas and a Master of Management in clinical informatics from Duke University.

John Doyle

Chief Financial Officer (CFO)

Accepted the position of Chief Financial Officer (CFO) of Newberry Hospital in September 2023, succeeding Bob Hetrick. He comes to Newberry Hospital with more than 25 years of progressive administrative and executive experience. Prior to this appointment, Doyle served as CFO of HighPoint Health. Doyle brings proven healthcare experience with responsibilities in small, mid-sized and large facilities in acute and psychiatric care. Doyle is originally from Ohio, but has spent most of his adult life in the southeast between Tennessee and South Carolina. Doyle received his Bachelor of Business degree with an emphasis in accounting from East Tennessee State University and is a Certified Public Accountant.

Meg Davis

Chief Nursing Officer

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 90

Staffing & Personnel

FTE Employees on Payroll 372.3
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1972
Inpatient Days (Title XIX) 309
Total Inpatient Days 5846
Bed Count 48
Available Bed Days 17520
Discharges (Title V) NA
Discharges (Title XVIII) 603
Discharges (Title XIX) 144
Total Discharges 1563

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1741
Inpatient Days (Title XIX; Adults & Peds) 183
Total Inpatient Days (Adults & Peds) 4681
Bed Count (Adults & Peds) 41
Available Bed Days (Adults & Peds) 14965
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 603
Discharges (Title XIX; Adults & Peds) 144
Total Discharges (Adults & Peds) 1563

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients report that nurse communication is excellent. Patients were very positive about the cleanliness of the hospital. Patients were very positive about the quiet atmosphere of the hospital. Hospital has a low ER wait and treatment time of less than 2 hours
Care Quality Concerns 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 78%

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
Mortality Group – Death Rate for Heart Failure Patients No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients Worse 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) 101

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 0.2
Readmission Score Hospital Return Days for Pneumonia Patients -11.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.2
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 4.9
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.5
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 Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.7
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 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 Number of Cases Too Small
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) N/A
CAUTI SIR (Standardized Infection Ratio) 1.299
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 1.166
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 $4,143
Bad Debt Expense $3,152
Uncompensated Care Cost $5,216
Total Uncompensated Care $7,096

Operating Expenses ($ thousands)

Total Salaries $22,792
Overhead Expenses (Non-Salary) $37,380
Depreciation Expense $2,334
Total Operating Costs $52,426

Charges ($ thousands)

Inpatient Charges $46,994
Outpatient Charges $107,297
Total Patient Charges $154,291

Wage-Related Details ($ thousands)

Core Wage Costs $4,455
Wage Costs (RHC/FQHC)
Adjusted Salaries $22,792
Contract Labor (Patient Care) $833
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $5,539
Short-Term Investments $43,920
Notes Receivable
Accounts Receivable $24,917
Allowance for Doubtful Accounts $-19,222
Inventory $1,708
Prepaid Expenses $1,096
Other Current Assets $308
Total Current Assets $60,144

Balance Sheet – Fixed Assets ($ thousands)

Land Value $179
Land Improvements Value $891
Building Value $26,291
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $28,020
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $13,679

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets
Total Other Assets
Total Assets $73,822

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,518
Salaries & Wages Payable $2,566
Payroll Taxes Payable
Short-Term Debt $759
Deferred Revenue
Other Current Liabilities $910
Total Current Liabilities $6,753

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $2,995
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $2,995
Total Liabilities $9,748

Balance Sheet – Equity ($ thousands)

General Fund Balance $64,074
Total Fund Balances $64,074
Total Liabilities & Equity $73,822

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $1,671
DRG (Post-Oct 1) $4,823
Outlier Payments
DSH Adjustment $156
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $45,114
Outpatient Revenue $135,282
Total Patient Revenue $180,397
Contractual Allowances & Discounts $123,585
Net Patient Revenue $56,812
Total Operating Expenses $60,172
Net Service Income $-3,360
Other Income $6,667
Total Income $3,307
Other Expenses
Net Income $3,307

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $6,486
Medicaid Charges $24,622
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH C/S
EHR Version C/S
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No