Rhode Island Hospital

Rhode Island Hospital, located at 593 Eddy Street, Providence, RI, is an award-winning academic medical center affiliated with Brown University's Alpert Medical School. As the largest hospital in Rhode Island, we are recognized nationally for our excellence in patient care. Our expertise spans a wide range of specialties, including cardiology, oncology, neurosciences, and emergency medicine. As a Level I Trauma Center, we provide critical care services to southeastern New England. Rhode Island Hospital is committed to advancing medical knowledge and providing compassionate, cutting-edge treatment to our patients.

Identifiers

Hospital Name Rhode Island Hospital
Facility ID 410007

Location

Address 593 EDDY STREET
City/Town Providence
State RI
ZIP Code 2903
County/Parish PROVIDENCE

Health System

Health System Brown University Health
Health System Website Domain brownhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 6
Health System Total Beds 1448
Health System Hospital Locations Massachusetts and Rhode Island

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Tribal
Ownership Details Brown University Health
Emergency Services Yes

John Fernandez

President and CEO, Brown University Health

NA

Sarah Frost, MBA

Chief, Brown University Health Hospital Operations, and President, Rhode Island Hospital

NA

Julie Abilheira, RN, MS

Senior Vice President, Medicine, Cancer, Radiation Oncology, and Dermatology

NA

Michael Dawson

Vice President, Finance for Hospital Operations

NA

Nicholas Dominick

Interim President, Newport Hospital, and Senior Vice President, Emergency Medicine, Radiology, Pathology, Home Medical, and Biomedical Engineering

NA

Christopher Holland, MS, PT

NA

NA

Janine Lairmore

NA

NA

G. Dean Roye, MD

NA

NA

Angie Wright, RN, MSN-L

Chief Nursing Executive, Brown University Health

NA

Thomas Cameron

Vice President, Facilities Management

NA

Loree G. Eysaman, MSN, RN

Vice President, Peri-Operative Services

NA

Joseph Pannozzo

Vice President and Chief Development Officer

NA

Phyllis A. Dennery, MD

Pediatrician-in-Chief

NA

Francois I. Luks, MD

Pediatric Surgeon-in-Chief

NA

Tracey Wallace

Vice President of Pediatric Services

NA

Residency Programs

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

Capacity & Services

Licensed Beds 719

Staffing & Personnel

FTE Employees on Payroll 6508.41
FTE Interns & Residents 491.3

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 36524
Inpatient Days (Title XIX) 16928
Total Inpatient Days 181306
Bed Count 648
Available Bed Days 236520
Discharges (Title V) NA
Discharges (Title XVIII) 5948
Discharges (Title XIX) 1154
Total Discharges 29131

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 27392
Inpatient Days (Title XIX; Adults & Peds) 13050
Total Inpatient Days (Adults & Peds) 142285
Bed Count (Adults & Peds) 485
Available Bed Days (Adults & Peds) 177025
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 5948
Discharges (Title XIX; Adults & Peds) 1154
Total Discharges (Adults & Peds) 29131

Quality Summary

Care Quality Stengths Average 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 Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital.

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 66%

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 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 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) 268

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 14
Readmission Score Hospital Return Days for Heart Failure Patients 19.1
Readmission Score Hospital Return Days for Pneumonia Patients 10.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.9
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.7
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.7
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.6
Readmission Score Rate of Readmission for CABG 10
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.9
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.3
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average 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 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) 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) 1.138
CAUTI SIR (Standardized Infection Ratio) 0.929
SSI SIR (Standardized Infection Ratio) 1.053
CDI SIR (Standardized Infection Ratio) 0.300
MRSA SIR (Standardized Infection Ratio) 0.700

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $20,340
Bad Debt Expense $36,060
Uncompensated Care Cost $31,807
Total Uncompensated Care $59,497

Operating Expenses ($ thousands)

Total Salaries $525,974
Overhead Expenses (Non-Salary) $1,149,035
Depreciation Expense $58,751
Total Operating Costs $1,225,856

Charges ($ thousands)

Inpatient Charges $1,719,459
Outpatient Charges $2,175,360
Total Patient Charges $3,894,819

Wage-Related Details ($ thousands)

Core Wage Costs $123,923
Wage Costs (RHC/FQHC)
Adjusted Salaries $564,821
Contract Labor (Patient Care) $46,940
Wage Costs (Part A Teaching) $1,097
Wage Costs (Interns & Residents) $10,863

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $57,771
Short-Term Investments
Notes Receivable
Accounts Receivable $196,050
Allowance for Doubtful Accounts $-31,022
Inventory $34,252
Prepaid Expenses $4,539
Other Current Assets
Total Current Assets $316,563

Balance Sheet – Fixed Assets ($ thousands)

Land Value $32,037
Land Improvements Value $4,660
Building Value $759,515
Leasehold Improvements $3,695
Fixed Equipment Value $299,460
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $501,812

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $532,724
Other Assets $99,859
Total Other Assets $632,583
Total Assets $1,450,958

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $94,063
Salaries & Wages Payable $45,553
Payroll Taxes Payable
Short-Term Debt $13,157
Deferred Revenue
Other Current Liabilities $72,961
Total Current Liabilities $225,735

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $300,190
Unsecured Loans
Other Long-Term Liabilities $135,422
Total Long-Term Liabilities $435,612
Total Liabilities $661,347

Balance Sheet – Equity ($ thousands)

General Fund Balance $396,434
Total Fund Balances $789,612
Total Liabilities & Equity $1,450,958

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $86,755
Outlier Payments
DSH Adjustment $5,051
Eligible DSH % $0
Simulated MC Payments $99,875
Total IME Payments $23,003

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,749,839
Outpatient Revenue $2,281,458
Total Patient Revenue $4,031,298
Contractual Allowances & Discounts $2,666,653
Net Patient Revenue $1,364,645
Total Operating Expenses $1,747,431
Net Service Income $-382,786
Other Income $368,274
Total Income $-14,512
Other Expenses $36,273
Net Income $-50,785

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $228,462
Medicaid Charges $820,252
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing Yes--In Process of Replacing