Northern Dutchess Hospital

Northern Dutchess Hospital, located at 6511 Springbrook Avenue in Rhinebeck, NY, is an 84-bed, non-profit hospital dedicated to providing quality, close-to-home care. As part of Nuvance Health, we offer a warm and welcoming atmosphere where our staff treats patients like neighbors, utilizing the latest technologies to deliver award-winning care for various medical conditions. We are leaders in the Hudson Valley for maternity and orthopedic excellence, offering services ranging from cancer and heart disease prevention to bariatric surgery and healthy aging services. Count on us to meet your needs with exceptional care.

Identifiers

Hospital Name Northern Dutchess Hospital
Facility ID 330049

Location

Address 6511 SPRINGBROOK AVENUE
City/Town Rhinebeck
State NY
ZIP Code 12572
County/Parish DUTCHESS

Health System

Health System Nuvance Health
Health System Website Domain nuvancehealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 6
Health System Total Beds 1348
Health System Hospital Locations Connecticut and New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Nuvance Health
Emergency Services Yes

Denise George

President

Denise George is responsible for all operations at Northern Dutchess Hospital, where she has worked since 1999. Under her leadership as president, Northern Dutchess Hospital opened a transformational $47 million patient pavilion in 2016 and completed a $1.7 million expansion of the Emergency Department. [2] She will retire at the end of 2024 after a distinguished 48-year career in healthcare, including 25 years at Northern Dutchess Hospital. [3]

Dr. Andy Wilson

President

Dr. Andy Wilson has been appointed as the new President of Northern Dutchess Hospital, effective January 1, 2025, succeeding Denise George. [3] He joined Northern Dutchess Hospital in 2012 as medical director for the emergency department and was promoted to vice president of medical affairs in 2020, playing a crucial role in clinical decision-making, operational strategy, and managing the hospital's response to the pandemic. [3]

Dr. Hary Suseelan

Vice President of Medical Affairs

Dr. Hary Suseelan has been appointed as the new vice president of medical affairs at Northern Dutchess Hospital, effective February 5, 2025. [4] He is the former vice chair of medicine and president of the medical staff of Vassar Brothers Medical Center (VBMC) and has extensive healthcare leadership experience. As vice president of medical affairs, he will lead medical services, improve hospital operations, and ensure patients receive high-quality care. [4]

Bridget Hewitt, RN, BSN, MSN

Chief Nursing Officer

NA

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 68

Staffing & Personnel

FTE Employees on Payroll 504.5
FTE Interns & Residents 22.12

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 7510
Inpatient Days (Title XIX) 673
Total Inpatient Days 18617
Bed Count 79
Available Bed Days 28835
Discharges (Title V) NA
Discharges (Title XVIII) 1749
Discharges (Title XIX) 153
Total Discharges 4635

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 6939
Inpatient Days (Title XIX; Adults & Peds) 456
Total Inpatient Days (Adults & Peds) 15313
Bed Count (Adults & Peds) 72
Available Bed Days (Adults & Peds) 26280
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1749
Discharges (Title XIX; Adults & Peds) 153
Total Discharges (Adults & Peds) 4635

Quality Summary

Care Quality Stengths High overall patient satisfaction. 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. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns

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 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
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) 177

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 5.4
Readmission Score Hospital Return Days for Pneumonia Patients -8.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.2
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 13.1
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.9
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.2
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.3
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 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 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) 0.789
CAUTI SIR (Standardized Infection Ratio) 0.638
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.137
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,025
Bad Debt Expense $1,611
Uncompensated Care Cost $1,523
Total Uncompensated Care $6,427

Operating Expenses ($ thousands)

Total Salaries $50,323
Overhead Expenses (Non-Salary) $117,110
Depreciation Expense $6,175
Total Operating Costs $135,944

Charges ($ thousands)

Inpatient Charges $154,545
Outpatient Charges $292,697
Total Patient Charges $447,242

Wage-Related Details ($ thousands)

Core Wage Costs $13,224
Wage Costs (RHC/FQHC)
Adjusted Salaries $50,323
Contract Labor (Patient Care) $4,506
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $48,851
Short-Term Investments
Notes Receivable
Accounts Receivable $44,629
Allowance for Doubtful Accounts $-25,414
Inventory $3,959
Prepaid Expenses $1,332
Other Current Assets $1,513
Total Current Assets $121,313

Balance Sheet – Fixed Assets ($ thousands)

Land Value $405
Land Improvements Value $1,681
Building Value $100,234
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $53,815
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $66,075

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $30,471
Total Other Assets $30,471
Total Assets $217,858

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $7,427
Salaries & Wages Payable $5,087
Payroll Taxes Payable
Short-Term Debt $1,573
Deferred Revenue
Other Current Liabilities $7,556
Total Current Liabilities $25,106

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $39,344
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $7,661
Total Long-Term Liabilities $47,005
Total Liabilities $72,110

Balance Sheet – Equity ($ thousands)

General Fund Balance $139,079
Total Fund Balances $145,748
Total Liabilities & Equity $217,858

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $18,823
Outlier Payments
DSH Adjustment $236
Eligible DSH % $0
Simulated MC Payments $9,277
Total IME Payments $2,868

Revenue & Income Statement ($ thousands)

Inpatient Revenue $154,546
Outpatient Revenue $292,696
Total Patient Revenue $447,242
Contractual Allowances & Discounts $271,146
Net Patient Revenue $176,096
Total Operating Expenses $167,432
Net Service Income $8,664
Other Income $7,429
Total Income $16,093
Other Expenses $5,379
Net Income $10,714

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $11,489
Medicaid Charges $53,933
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Infor
ERP Version Cloudsuite
EHR is Changing No