Our Lady of Fatima Hospital

Identifiers

Hospital Name	Our Lady of Fatima Hospital
Facility ID	410005

Location

Address	200 HIGH SERVICE AVENUE
City/Town	North Providence
State	RI
ZIP Code	2904
County/Parish	PROVIDENCE

Health System

Health System	CharterCARE Health Partners
Health System Website Domain	chartercare.org
Recently Joined Health System (Past 4 Years)	No

Health System Size & Scope

Health System Total Hospitals	2
Health System Total Beds	532
Health System Hospital Locations	Rhode Island

Ownership & Characteristics

Hospital Type	Acute Care Hospitals
Hospital Ownership	Proprietary
Ownership Details	CharterCARE Health Partners
Emergency Services	Yes

Jeffrey H. Liebman

CEO CharterCARE, Our Lady of Fatima Hospital

Chief Executive Officer of CharterCARE Health Partners, a coordinated regional care network anchored by Roger Williams Medical Center and Our Lady of Fatima Hospital. [5] Has more than 25 years of senior leadership experience and a proven record of service line growth and bottom line success. [5] Has specialized in working with financially and operationally challenged hospitals and systems, including financial turnarounds, revenue and market share growth, physician networking, and third party contracting. [5] Also has a proven track in clinical service line development, performance improvement and patient satisfaction initiatives, regulatory compliance, community partnerships, and board and labor relations. [5] Prior to joining CharterCARE in 2018, an affiliate of LA-based Prospect Medical Holdings, held executive roles for national healthcare companies, integrated healthcare systems, academic medical centers, community hospitals and physician groups. [5] Received his master's degree in business administration at the University of Chicago and a management fellowship at Memorial Health Services. [5] Completed his DMD at the University of Pennsylvania and earned his bachelor's degree from Queens College in New York. [5] Is a frequent speaker, a certified Lean Training instructor, and actively serves on local boards and committees. [5]

Lynn Leahey, RN

Vice President of Patient Care Services/Chief Nursing Officer Our Lady of Fatima Hospital Roger Williams Medical Center

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	312

Staffing & Personnel

FTE Employees on Payroll	584.59
FTE Interns & Residents	NA

Inpatient Utilization

Inpatient Days (Title V)	NA
Inpatient Days (Title XVIII)	3755
Inpatient Days (Title XIX)	335
Total Inpatient Days	14348
Bed Count	163
Available Bed Days	59495
Discharges (Title V)	NA
Discharges (Title XVIII)	781
Discharges (Title XIX)	72
Total Discharges	3105

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds)	NA
Inpatient Days (Title XVIII; Adults & Peds)	3355
Inpatient Days (Title XIX; Adults & Peds)	293
Total Inpatient Days (Adults & Peds)	13079
Bed Count (Adults & Peds)	148
Available Bed Days (Adults & Peds)	54020
Discharges (Title V; Adults & Peds)	NA
Discharges (Title XVIII; Adults & Peds)	781
Discharges (Title XIX; Adults & Peds)	72
Total Discharges (Adults & Peds)	3105

Quality Summary

Care Quality Stengths	High overall patient satisfaction. The hospital is average in every measured mortality rate 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 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	64%

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	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)	186

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients	Not Available
Readmission Score Hospital Return Days for Heart Failure Patients	5.6
Readmission Score Hospital Return Days for Pneumonia Patients	0.4
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	1.2
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	18.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate	18.8
Readmission Score Rate of Readmission After Hip/Knee Replacement	Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide)	14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate	15.8
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)	0.597
CAUTI SIR (Standardized Infection Ratio)	1.082
SSI SIR (Standardized Infection Ratio)	1.695
CDI SIR (Standardized Infection Ratio)	0.159
MRSA SIR (Standardized Infection Ratio)	0.989

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost	$877
Bad Debt Expense	$464
Uncompensated Care Cost	$1,036
Total Uncompensated Care	$1,036

Operating Expenses ($ thousands)

Total Salaries	$65,283
Overhead Expenses (Non-Salary)	$83,873
Depreciation Expense
Total Operating Costs	$143,567

Charges ($ thousands)

Inpatient Charges	$230,730
Outpatient Charges	$310,410
Total Patient Charges	$541,140

Wage-Related Details ($ thousands)

Core Wage Costs	$9,983
Wage Costs (RHC/FQHC)
Adjusted Salaries	$65,283
Contract Labor (Patient Care)	$3,433
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances	$-228
Short-Term Investments
Notes Receivable
Accounts Receivable	$107,661
Allowance for Doubtful Accounts	$-115,421
Inventory	$3,069
Prepaid Expenses	$952
Other Current Assets	$312
Total Current Assets	$20,349

Balance Sheet – Fixed Assets ($ thousands)

Land Value	$4,279
Land Improvements Value	$523
Building Value	$31,114
Leasehold Improvements	$4,120
Fixed Equipment Value	$3,749
Major Movable Equipment	$23,923
Minor Depreciable Equipment	$49
Health IT Assets
Total Fixed Assets	$27,056

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets	$57
Total Other Assets	$57
Total Assets	$47,462

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable	$14,114
Salaries & Wages Payable	$4,232
Payroll Taxes Payable	$1,737
Short-Term Debt
Deferred Revenue	$1,138
Other Current Liabilities	$15,901
Total Current Liabilities	$37,121

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities	$6,579
Total Long-Term Liabilities	$6,579
Total Liabilities	$43,700

Balance Sheet – Equity ($ thousands)

General Fund Balance	$3,762
Total Fund Balances	$3,762
Total Liabilities & Equity	$47,462

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)	$6,917
DRG (Post-Oct 1)	$2,591
Outlier Payments
DSH Adjustment	$182
Eligible DSH %	$0
Simulated MC Payments	$14,895
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue	$234,634
Outpatient Revenue	$322,795
Total Patient Revenue	$557,429
Contractual Allowances & Discounts	$421,342
Net Patient Revenue	$136,087
Total Operating Expenses	$149,155
Net Service Income	$-13,069
Other Income	$3,116
Total Income	$-9,952
Other Expenses
Net Income	$-9,952

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio	$0
Net Medicaid Revenue	$30,065
Medicaid Charges	$142,043
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP	Workday
ERP Version	NA
EHR is Changing	No