Miami Valley Hospital, located at One Wyoming Street, Dayton, OH, has been serving Dayton and Southwest Ohio since 1890, offering a wide range of advanced and innovative care. As the region's most experienced Level I Trauma Center and an accredited Comprehensive Stroke Center, we provide the highest level of care for critically injured patients and those with complex strokes. Nationally recognized for quality care, Miami Valley Hospital is committed to delivering advanced, compassionate services close to home. With multiple locations, including Miami Valley Hospital South and Miami Valley Hospital North, we offer a variety of specialties and convenient access to our expert physicians and providers.
| Hospital Name | Miami Valley Hospital |
|---|---|
| Facility ID | 360051 |
| Address | ONE WYOMING STREET |
|---|---|
| City/Town | Dayton |
| State | OH |
| ZIP Code | 45409 |
| County/Parish | MONTGOMERY |
| Health System | Premier Health |
|---|---|
| Health System Website Domain | premierhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 1476 |
| Health System Hospital Locations | Ohio |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Premier Health |
| Emergency Services | Yes |
Chad Whelan, MD, has been named as the first physician to serve as president of Miami Valley Hospital, as well as the first Premier Health executive to hold a dual role as system chief operating officer. [1] His appointment is effective August 7, 2023. [1] Dr. Whelan brings to Premier Health decades of progressive hospital and health care leadership and clinical experience in academic medical centers and prominent health systems across the United States, including Banner Health, Loyola University Health, and the University of Chicago Medicine. [1, 3, 7] He is an accomplished physician executive and visionary leader in the health care industry with extensive operations leadership experience across the care continuum in complex systems. [3, 7] Prior to joining Premier Health, Dr. Whelan had extensive leadership in partnerships between academics and the health care delivery system. [1] He most recently served as CEO of Banner-University Medicine Tucson and has overseen Banner Health's academic division. [1] He previously served as president of Loyola University Medical Center. [1]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 970 |
|---|
| FTE Employees on Payroll | 4400.7 |
|---|---|
| FTE Interns & Residents | 187.45 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 45899 |
| Inpatient Days (Title XIX) | 13895 |
| Total Inpatient Days | 219830 |
| Bed Count | 893 |
| Available Bed Days | 325945 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 8726 |
| Discharges (Title XIX) | 1460 |
| Total Discharges | 40098 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 38401 |
| Inpatient Days (Title XIX; Adults & Peds) | 6161 |
| Total Inpatient Days (Adults & Peds) | 165695 |
| Bed Count (Adults & Peds) | 700 |
| Available Bed Days (Adults & Peds) | 255500 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 8726 |
| Discharges (Title XIX; Adults & Peds) | 1460 |
| Total Discharges (Adults & Peds) | 40098 |
| Care Quality Stengths | 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 | Low overall patient satisfaction. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges the cleanliness of the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
| 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 |
| Percent of Patients Who Definitely Recommend the Hospital | 60% |
|---|
| 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 | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better 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 | Better 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 147 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -0.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 10.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 17.1 |
| 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 | 11.9 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.2 |
| Readmission Score Rate of Readmission for CABG | 10 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.4 |
| 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 | More Days Than Average 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 | No Different Than the National Rate |
| 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) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.031 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.402 |
| SSI SIR (Standardized Infection Ratio) | 0.596 |
| CDI SIR (Standardized Infection Ratio) | 0.551 |
| MRSA SIR (Standardized Infection Ratio) | 1.208 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $7,505 |
|---|---|
| Bad Debt Expense | $107,474 |
| Uncompensated Care Cost | $28,329 |
| Total Uncompensated Care | $94,640 |
| Total Salaries | $355,799 |
|---|---|
| Overhead Expenses (Non-Salary) | $804,927 |
| Depreciation Expense | $35,265 |
| Total Operating Costs | $1,109,310 |
| Inpatient Charges | $3,152,938 |
|---|---|
| Outpatient Charges | $2,715,887 |
| Total Patient Charges | $5,868,825 |
| Core Wage Costs | $64,678 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $355,846 |
| Contract Labor (Patient Care) | $97,190 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $1,681 |
| Cash & Bank Balances | $78,517 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $1,036,251 |
| Allowance for Doubtful Accounts | $-799,523 |
| Inventory | $14,001 |
| Prepaid Expenses | $2,045 |
| Other Current Assets | $5,685 |
| Total Current Assets | $856,144 |
| Land Value | $45,925 |
|---|---|
| Land Improvements Value | $27,112 |
| Building Value | $1,045,532 |
| Leasehold Improvements | $3,137 |
| Fixed Equipment Value | $436,756 |
| Major Movable Equipment | $19,544 |
| Minor Depreciable Equipment | |
| Health IT Assets | $43,851 |
| Total Fixed Assets | $535,164 |
| Long-Term Investments | |
|---|---|
| Other Assets | $47,081 |
| Total Other Assets | $47,081 |
| Total Assets | $1,438,389 |
| Accounts Payable | $63,894 |
|---|---|
| Salaries & Wages Payable | $33,383 |
| Payroll Taxes Payable | $11,516 |
| Short-Term Debt | $22,279 |
| Deferred Revenue | |
| Other Current Liabilities | $-18,836 |
| Total Current Liabilities | $112,236 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $772,721 |
| Total Long-Term Liabilities | $772,721 |
| Total Liabilities | $884,957 |
| General Fund Balance | $553,432 |
|---|---|
| Total Fund Balances | $553,432 |
| Total Liabilities & Equity | $1,438,389 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $71,678 |
| DRG (Post-Oct 1) | $26,435 |
| Outlier Payments | |
| DSH Adjustment | $4,329 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $124,402 |
| Total IME Payments | $9,623 |
| Inpatient Revenue | $3,152,938 |
|---|---|
| Outpatient Revenue | $2,715,887 |
| Total Patient Revenue | $5,868,825 |
| Contractual Allowances & Discounts | $4,581,851 |
| Net Patient Revenue | $1,286,974 |
| Total Operating Expenses | $1,160,726 |
| Net Service Income | $126,247 |
| Other Income | $-14,990 |
| Total Income | $111,257 |
| Other Expenses | $-849 |
| Net Income | $112,107 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $173,089 |
| Medicaid Charges | $1,347,471 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |