HealthAlliance Hospital, located at 105 Mary's Avenue in Kingston, NY, is a 162-bed acute care facility. We offer a new emergency care center, a state-of-the-art intensive care unit, a family-centered birthing center, and advanced imaging services. As a Level III Trauma Center, Level I Perinatal Center, and Primary Stroke Center, we provide comprehensive services including cardiology, women's health, and more. We are also recognized as a Community Cancer Hospital by the American College of Surgeons' Commission on Cancer, demonstrating our commitment to high-quality, compassionate care.
| Hospital Name | HealthAlliance Hospital |
|---|---|
| Facility ID | 330224 |
| Address | 105 MARY'S AVENUE |
|---|---|
| City/Town | Kingston |
| State | NY |
| ZIP Code | 12401 |
| County/Parish | ULSTER |
| Health System | Westchester Medical Center Health Network |
|---|---|
| Health System Website Domain | wmchealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 5 |
|---|---|
| Health System Total Beds | 1587 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Westchester Medical Center Health Network |
| Emergency Services | Yes |
Continues to serve as WMCHealth Executive Vice President and Chief Strategy Officer in addition to taking on duties of newly created leadership position in the northern region. [4] Returns to work directly with the northern region, where he spent more than a decade prior to joining the WMCHealth executive leadership team. [4] In his current leadership role, Ratner oversaw and led the effort to deliver on the vision of a new HealthAlliance Hospital in Kingston, and the forthcoming walkable health village as part of the Ulster County Healthcare Advancement Plan. [4]
Also named as Executive Director and Chief Medical Officer of HealthAlliance of the Hudson Valley. [10] WMC veteran administrator, a licensed psychiatrist with more than three decades of healthcare experience, will serve as the regional associate medical director of psychiatry for WMCHealth. [12]
NA
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 222 |
|---|
| FTE Employees on Payroll | 721.5 |
|---|---|
| FTE Interns & Residents | 20.56 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 12698 |
| Inpatient Days (Title XIX) | 1014 |
| Total Inpatient Days | 28910 |
| Bed Count | 111 |
| Available Bed Days | 54048 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2218 |
| Discharges (Title XIX) | 152 |
| Total Discharges | 5493 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 11898 |
| Inpatient Days (Title XIX; Adults & Peds) | 898 |
| Total Inpatient Days (Adults & Peds) | 26483 |
| Bed Count (Adults & Peds) | 101 |
| Available Bed Days (Adults & Peds) | 46928 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2218 |
| Discharges (Title XIX; Adults & Peds) | 152 |
| Total Discharges (Adults & Peds) | 5493 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Very low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges with communication about their medications. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. Patients report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 43% |
|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 207 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -0.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 14.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.529 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.208 |
| SSI SIR (Standardized Infection Ratio) | 0.428 |
| CDI SIR (Standardized Infection Ratio) | 0.691 |
| MRSA SIR (Standardized Infection Ratio) | 0.284 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,754 |
|---|---|
| Bad Debt Expense | $514 |
| Uncompensated Care Cost | $2,934 |
| Total Uncompensated Care | $18,648 |
| Total Salaries | $66,092 |
|---|---|
| Overhead Expenses (Non-Salary) | $112,395 |
| Depreciation Expense | $4,061 |
| Total Operating Costs | $157,938 |
| Inpatient Charges | $478,224 |
|---|---|
| Outpatient Charges | $399,117 |
| Total Patient Charges | $877,341 |
| Core Wage Costs | $15,466 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $66,092 |
| Contract Labor (Patient Care) | $10,856 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $78 |
| Cash & Bank Balances | $426 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $36,069 |
| Allowance for Doubtful Accounts | $-19,347 |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | $10,031 |
| Total Current Assets | $27,709 |
| Land Value | $311 |
|---|---|
| Land Improvements Value | $2,238 |
| Building Value | $135,230 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $158,314 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $129,600 |
| Long-Term Investments | |
|---|---|
| Other Assets | $13,106 |
| Total Other Assets | $13,106 |
| Total Assets | $170,415 |
| Accounts Payable | $43,414 |
|---|---|
| Salaries & Wages Payable | $11,122 |
| Payroll Taxes Payable | |
| Short-Term Debt | $66 |
| Deferred Revenue | |
| Other Current Liabilities | $28,443 |
| Total Current Liabilities | $83,046 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $76 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $47,031 |
| Total Long-Term Liabilities | $47,107 |
| Total Liabilities | $130,153 |
| General Fund Balance | $39,834 |
|---|---|
| Total Fund Balances | $40,262 |
| Total Liabilities & Equity | $170,415 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $17,330 |
| DRG (Post-Oct 1) | $5,926 |
| Outlier Payments | |
| DSH Adjustment | $433 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $12,962 |
| Total IME Payments | $1,570 |
| Inpatient Revenue | $478,224 |
|---|---|
| Outpatient Revenue | $399,117 |
| Total Patient Revenue | $877,341 |
| Contractual Allowances & Discounts | $740,215 |
| Net Patient Revenue | $137,127 |
| Total Operating Expenses | $178,487 |
| Net Service Income | $-41,360 |
| Other Income | $36,589 |
| Total Income | $-4,772 |
| Other Expenses | $-724 |
| Net Income | $-4,048 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $15,404 |
| Medicaid Charges | $173,324 |
| Net CHIP Revenue | $251 |
| CHIP Charges | $2,428 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |