UNC Health Chatham is a 25-bed critical access hospital located in Siler City, NC, that has been serving the community for over 90 years, with 15 years as part of the UNC Health System. We provide high-quality, equitable healthcare, including surgical, medical, pediatric, maternity, and emergency services. Our hospital has received multiple five-star ratings for patient experience from the Centers for Medicare & Medicaid Services and is accredited by The Joint Commission. We also offer community-based outpatient services such as diabetes education, rehabilitation, and imaging. At UNC Health Chatham, you'll find expertise and understanding close to home.
| Hospital Name | UNC Health Chatham |
|---|---|
| Facility ID | 341311 |
| Address | 475 PROGRESS BLVD |
|---|---|
| City/Town | Siler City |
| State | NC |
| ZIP Code | 27344 |
| County/Parish | CHATHAM |
| Health System | UNC Health |
|---|---|
| Health System Website Domain | unchealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 17 |
|---|---|
| Health System Total Beds | 3517 |
| Health System Hospital Locations | North Carolina |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UNC Health |
| Emergency Services | Yes |
Dr. Strickler has been with UNC Hospitals since 2003. Previously, he was the Clinical Nurse Director responsible for Emergency Services at UNC Medical Center. His clinical background is as a Registered Nurse and Paramedic with extensive experience in Emergency, Trauma and Transport Nursing. Besides his Bachelor's degree in Nursing, he also has a Masters in Management and a Doctorate in Health Administration from the Medical University of South Carolina. Dr. Strickler is an active author for professional journals and currently services on the editorial advisory board for Nursing 2019 as well as past editorial review boards for Journal of Trauma Nursing and Journal of Emergency Nursing. He served in the past on the national board of directors of the Society of Trauma Nursing and as the state president for the North Carolina Emergency Nurses Association. Dr. Strickler also assists with a number of local community boards. He currently serves with the Hillsborough/ Orange County Chamber of Commerce, the Alliance for Historic Hillsborough, and Orange County Visitor's Bureau as well as participating with Orange County Rape Crisis Center and Hillsborough Tourism Board. Previously, he was a past board member for the Ronald McDonald House in Chapel Hill, South Orange Rescue Squad, and Orange County Partnership to End Homelessness. Dr. Strickler's priorities for UNC Health Chatham are growing sustainable services and programs while focusing on maintaining excellence and value in clinical quality, patient centeredness, and patient and staff safety. In addition to these primary roles, he also functions as adjunct faculty at UNC's Gilling's School of Global Public Health where he developed a course on Hospital Operations and also an allied faculty member with the Tillman College of Business at the University of Mount Olive.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 151 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1041 |
| Inpatient Days (Title XIX) | 346 |
| Total Inpatient Days | 4303 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 191 |
| Discharges (Title XIX) | 140 |
| Total Discharges | 1029 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 762 |
| Inpatient Days (Title XIX; Adults & Peds) | 315 |
| Total Inpatient Days (Adults & Peds) | 3227 |
| Bed Count (Adults & Peds) | 21 |
| Available Bed Days (Adults & Peds) | 7665 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 191 |
| Discharges (Title XIX; Adults & Peds) | 140 |
| Total Discharges (Adults & Peds) | 1029 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | 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 | 83% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 225 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -21.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 14.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.9 |
| 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) | Not Available |
| 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 | Number of cases too small |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| 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) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,670 |
|---|---|
| Bad Debt Expense | $6,368 |
| Uncompensated Care Cost | $4,476 |
| Total Uncompensated Care | $4,476 |
| Total Salaries | $12,986 |
|---|---|
| Overhead Expenses (Non-Salary) | $34,105 |
| Depreciation Expense | $1,410 |
| Total Operating Costs | $29,622 |
| Inpatient Charges | $22,148 |
|---|---|
| Outpatient Charges | $83,135 |
| Total Patient Charges | $105,284 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $5,457 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $9,943 |
| Allowance for Doubtful Accounts | $-5,672 |
| Inventory | $664 |
| Prepaid Expenses | $676 |
| Other Current Assets | $3,496 |
| Total Current Assets | $18,793 |
| Land Value | $991 |
|---|---|
| Land Improvements Value | |
| Building Value | $21,985 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $22,787 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $20,262 |
| Long-Term Investments | $491 |
|---|---|
| Other Assets | $1,544 |
| Total Other Assets | $2,035 |
| Total Assets | $41,090 |
| Accounts Payable | $31,513 |
|---|---|
| Salaries & Wages Payable | $1,552 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,440 |
| Deferred Revenue | $1,046 |
| Other Current Liabilities | $1,566 |
| Total Current Liabilities | $37,116 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $8,658 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $4,072 |
| Total Long-Term Liabilities | $12,730 |
| Total Liabilities | $49,846 |
| General Fund Balance | $-8,756 |
|---|---|
| Total Fund Balances | $-8,756 |
| Total Liabilities & Equity | $41,090 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $23,902 |
|---|---|
| Outpatient Revenue | $100,038 |
| Total Patient Revenue | $123,940 |
| Contractual Allowances & Discounts | $81,073 |
| Net Patient Revenue | $42,867 |
| Total Operating Expenses | $47,091 |
| Net Service Income | $-4,224 |
| Other Income | $1,181 |
| Total Income | $-3,044 |
| Other Expenses | $3,171 |
| Net Income | $-6,214 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,067 |
| Medicaid Charges | $17,212 |
| Net CHIP Revenue | $5 |
| CHIP Charges | $20 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |