Peconic Bay Medical Center

Peconic Bay Medical Center, located at 1 Heroes Way, Riverhead, NY, is the largest hospital in eastern Suffolk County and serves as the Eastern Hub of Northwell Health. As a not-for-profit, 144-bed community hospital, it is the primary resource for advanced healthcare services for over 250,000 residents. The hospital offers a comprehensive continuum of care, including the area's only Interventional Cardiac Catheterization Laboratory Suite, a Level III Trauma Center, and a NYS-Designated Stroke Center. Our team of nearly 1,500 dedicated professionals is committed to providing leading-edge services that address the healthcare needs of every community member throughout every stage of life. Experience exceptional care and seamless access to the Northwell Health system right here in Riverhead, where your health is our passion.

Identifiers

Hospital Name Peconic Bay Medical Center
Facility ID 330107

Location

Address 1 HEROS WAY
City/Town Riverhead
State NY
ZIP Code 11901
County/Parish SUFFOLK

Health System

Health System Northwell Health
Health System Website Domain northwell.edu
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 13
Health System Total Beds 5512
Health System Hospital Locations New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Northwell Health
Emergency Services Yes

Amy E. Loeb

Executive Director

Amy E. Loeb, EdD, MBA, RN-BC, NE-BC, is Executive Director of Peconic Bay Medical Center in Riverhead, where she is responsible for all strategic initiatives and operations for the medical center and its community-based offices and service lines. [9] She started her career at Northwell Health in 2005 as a registered nurse at Huntington Hospital and has since assumed progressively senior leadership roles. [4] In 2015, she joined Peconic Bay as chief nursing officer and was a pivotal member of the senior leadership team that helped guide the hospital's transition to the health system. [4] She most recently was deputy executive director, responsible for leading day-to-day operations, where she drove significant improvements in patient experience, clinical quality, patient safety, and external hospital ranking surveys. [4] Dr. Loeb holds a bachelor's degree in nursing, an MBA in Healthcare Management from St. Joseph's College and a Doctor of Education from Columbia University's Teachers College. [4] She has also earned certifications as a Nurse Executive and Gerontology Nurse. [9]

Arthur F. Crowe Jr.

Chief Operating Officer

Christine L. Kippley

VP, Patient Care Services & Chief Nursing Officer

Jeffrey Zilberstein

Medical Director

Lauren Leace

Associate Executive Director, Human Resources

Michael F. O'Donnell

Chief Financial Officer

Samantha Vigliotta

VP, Strategic Market Growth

Tara Anglim

Associate Executive Director, Culture & Experience

Denise Misiewicz

Vice President, Quality and Patient Safety Officer

Residency Programs

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

Capacity & Services

Licensed Beds 122

Staffing & Personnel

FTE Employees on Payroll 1307.4
FTE Interns & Residents 35.37

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 19441
Inpatient Days (Title XIX) 3175
Total Inpatient Days 41674
Bed Count 130
Available Bed Days 47450
Discharges (Title V) NA
Discharges (Title XVIII) 3555
Discharges (Title XIX) 396
Total Discharges 9569

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 18203
Inpatient Days (Title XIX; Adults & Peds) 2952
Total Inpatient Days (Adults & Peds) 38347
Bed Count (Adults & Peds) 114
Available Bed Days (Adults & Peds) 41610
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3555
Discharges (Title XIX; Adults & Peds) 396
Total Discharges (Adults & Peds) 9569

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does an exceptional 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 70%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients Better 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 No Different Than National Average
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) 228

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -4.2
Readmission Score Hospital Return Days for Heart Failure Patients 2.1
Readmission Score Hospital Return Days for Pneumonia Patients 15.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.7
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 4.4
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.3
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
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 Worse 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) 0.361
CAUTI SIR (Standardized Infection Ratio) 0.636
SSI SIR (Standardized Infection Ratio) 0.400
CDI SIR (Standardized Infection Ratio) 0.451
MRSA SIR (Standardized Infection Ratio) 0.483

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,448
Bad Debt Expense $3,826
Uncompensated Care Cost $2,449
Total Uncompensated Care $8,308

Operating Expenses ($ thousands)

Total Salaries $151,280
Overhead Expenses (Non-Salary) $170,373
Depreciation Expense $19,674
Total Operating Costs $275,093

Charges ($ thousands)

Inpatient Charges $688,414
Outpatient Charges $404,732
Total Patient Charges $1,093,146

Wage-Related Details ($ thousands)

Core Wage Costs $37,640
Wage Costs (RHC/FQHC)
Adjusted Salaries $151,280
Contract Labor (Patient Care) $4,558
Wage Costs (Part A Teaching) $377
Wage Costs (Interns & Residents) $860

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $29,446
Short-Term Investments $18,915
Notes Receivable
Accounts Receivable $48,859
Allowance for Doubtful Accounts
Inventory
Prepaid Expenses
Other Current Assets $5,952
Total Current Assets $103,172

Balance Sheet – Fixed Assets ($ thousands)

Land Value $16,205
Land Improvements Value $853
Building Value $139,760
Leasehold Improvements $3,292
Fixed Equipment Value $2,201
Major Movable Equipment $42,931
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $150,967

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $10,470
Other Assets $59,332
Total Other Assets $69,802
Total Assets $323,941

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $21,216
Salaries & Wages Payable $18,126
Payroll Taxes Payable
Short-Term Debt $7,656
Deferred Revenue
Other Current Liabilities
Total Current Liabilities $118,399

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $21,044
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $58,034
Total Long-Term Liabilities $79,078
Total Liabilities $197,477

Balance Sheet – Equity ($ thousands)

General Fund Balance $107,204
Total Fund Balances $126,464
Total Liabilities & Equity $323,941

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $50,076
Outlier Payments
DSH Adjustment $1,575
Eligible DSH % $0
Simulated MC Payments $15,769
Total IME Payments $6,801

Revenue & Income Statement ($ thousands)

Inpatient Revenue $679,701
Outpatient Revenue $407,723
Total Patient Revenue $1,087,425
Contractual Allowances & Discounts $793,112
Net Patient Revenue $294,313
Total Operating Expenses $321,653
Net Service Income $-27,340
Other Income $36,783
Total Income $9,442
Other Expenses $966
Net Income $8,477

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $35,912
Medicaid Charges $176,123
Net CHIP Revenue $505
CHIP Charges $1,447

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