Upper Valley Medical Center

Upper Valley Medical Center, located in Troy, Ohio, is dedicated to serving the healthcare needs of Miami County and the surrounding areas. As part of the Premier Health network, we offer advanced medical care, including emergency services, heart care, cancer treatment, and behavioral health. Our 100-acre campus is easily accessible and committed to providing comprehensive inpatient and outpatient services with a focus on quality and patient safety. Upper Valley Medical Center has received awards for patient safety and stroke care excellence. We strive to make your experience as comfortable and easy as possible.

Identifiers

Hospital Name Upper Valley Medical Center
Facility ID 360174

Location

Address 3130 NORTH COUNTY ROAD 25A
City/Town Troy
State OH
ZIP Code 45373
County/Parish MIAMI

Health System

Health System Premier Health
Health System Website Domain premierhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 3
Health System Total Beds 1476
Health System Hospital Locations Ohio

Ownership & Characteristics

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

Kevin Harlan

President, Upper Valley Medical Center

Kevin Harlan serves as the president of Atrium Medical Center and Upper Valley Medical Center. His health care career spans more than four decades. Kevin has led numerous growth and improvement initiatives throughout his career to provide high-quality health care, improve the patient experience, and enhance outreach and education programs. [6] Most recently, at UVMC, such growth initiatives include Level III trauma center and Level II cardiac cath, certified Primary Stroke Center, and “A” grades from Leapfrog. [6]

Trisha Wackler

UVMC Chief Operating & Nursing Officer

Trisha Wackler is the UVMC chief operating & nursing officer. [7] She commented on the expansion of cancer care services at UVMC to include the Premier Blood and Cancer Center, stating that Premier Health is strongly committed to providing patients with greater access to the diagnosis and treatment of various types of cancers, including cancers related to blood disorders. [7]

Duanna Osting

President, UVMC Foundation

Duanna Osting is the president of the UVMC Foundation. [7, 13] She has commented on the importance of the UVMC Foundation's donors in providing advanced cath technologies available in the hospital. [7]

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 178

Staffing & Personnel

FTE Employees on Payroll 585.51
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 6639
Inpatient Days (Title XIX) 1016
Total Inpatient Days 22347
Bed Count 142
Available Bed Days 51830
Discharges (Title V) NA
Discharges (Title XVIII) 1666
Discharges (Title XIX) 105
Total Discharges 5600

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 6251
Inpatient Days (Title XIX; Adults & Peds) 326
Total Inpatient Days (Adults & Peds) 19784
Bed Count (Adults & Peds) 132
Available Bed Days (Adults & Peds) 48180
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1666
Discharges (Title XIX; Adults & Peds) 105
Total Discharges (Adults & Peds) 5600

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 67%

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) 156

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 8.5
Readmission Score Hospital Return Days for Heart Failure Patients 3.9
Readmission Score Hospital Return Days for Pneumonia Patients 11.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.6
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 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 21.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.9
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
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 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 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 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) 0.791
CAUTI SIR (Standardized Infection Ratio) 0.427
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.522
MRSA SIR (Standardized Infection Ratio) 0.404

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $806
Bad Debt Expense $12,450
Uncompensated Care Cost $3,434
Total Uncompensated Care $10,436

Operating Expenses ($ thousands)

Total Salaries $47,941
Overhead Expenses (Non-Salary) $89,617
Depreciation Expense $4,709
Total Operating Costs $133,123

Charges ($ thousands)

Inpatient Charges $246,799
Outpatient Charges $405,339
Total Patient Charges $652,138

Wage-Related Details ($ thousands)

Core Wage Costs $9,208
Wage Costs (RHC/FQHC)
Adjusted Salaries $47,881
Contract Labor (Patient Care) $8,320
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $6,386
Short-Term Investments
Notes Receivable
Accounts Receivable $94,294
Allowance for Doubtful Accounts $-69,585
Inventory $1,251
Prepaid Expenses $937
Other Current Assets $568
Total Current Assets $33,879

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,145
Land Improvements Value $2,351
Building Value $149,136
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $62,492
Minor Depreciable Equipment
Health IT Assets $6,684
Total Fixed Assets $71,521

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $76,285
Other Assets $1,744
Total Other Assets $78,029
Total Assets $183,428

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $4,560
Salaries & Wages Payable $4,301
Payroll Taxes Payable $1,387
Short-Term Debt $216
Deferred Revenue
Other Current Liabilities $32,379
Total Current Liabilities $42,843

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $69,109
Total Long-Term Liabilities $69,109
Total Liabilities $111,952

Balance Sheet – Equity ($ thousands)

General Fund Balance $71,476
Total Fund Balances $71,476
Total Liabilities & Equity $183,428

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $9,897
DRG (Post-Oct 1) $3,526
Outlier Payments
DSH Adjustment $285
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $246,769
Outpatient Revenue $405,369
Total Patient Revenue $652,138
Contractual Allowances & Discounts $495,858
Net Patient Revenue $156,280
Total Operating Expenses $137,558
Net Service Income $18,721
Other Income $-2,583
Total Income $16,138
Other Expenses $1,514
Net Income $14,624

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $13,403
Medicaid Charges $105,081
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No