Niagara Falls Memorial Medical Center (NFMMC), located at 621 Tenth Street in Niagara Falls, NY, is a full-service, 171-bed regional medical center dedicated to providing patient-centered, compassionate care. As a leader in cardiovascular and women's health, bariatric weight loss, and primary care, NFMMC offers a comprehensive range of medical, surgical, rehabilitation, and imaging services. NFMMC is also recognized as the first hospital in Niagara to be accredited as a primary stroke center. With multiple locations across the Greater Niagara region, including primary care offices and the Schoellkopf Health Center, NFMMC strives to improve the health of the community with a passion for excellence.
| Hospital Name | Niagara Falls Memorial Medical Center |
|---|---|
| Facility ID | 330065 |
| Address | 621 TENTH STREET |
|---|---|
| City/Town | Niagara Falls |
| State | NY |
| ZIP Code | 14302 |
| County/Parish | NIAGARA |
| Health System | Independent |
|---|---|
| Health System Website Domain | nfmmc.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 171 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Voluntary Nonprofit |
| Emergency Services | Yes |
President and Chief Executive Officer Memorial Medical Center. [2]
Vice President & Chief Medical Officer Memorial Medical Center. [2]
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Brings over 15 years of experience in healthcare quality, patient safety, and equity-focused initiatives. Previously held roles at NYC Health + Hospitals, including Director of Operations for Patient Safety and High-Value Care and Associate Director of Palliative Care Quality and Equity. Holds a PhD in Urban Systems from Rutgers University and NJIT, a Master of Medical Humanities, and a Bachelor of Arts in Biological Anthropology from Drew University. [13]
Brings over 20 years of healthcare administration and social work experience. Previously served as Schoellkopf's Assistant Administrator. Worked at Fairchild Manor Nursing Home and Rehab Center in various positions. Holds a Bachelor of Science degree from Niagara University, a Master of Healthcare Administration degree from Walden University, and completed education at D'youville College for nursing home administrator licensure. [9]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 171 |
|---|
| FTE Employees on Payroll | 765.85 |
|---|---|
| FTE Interns & Residents | 10.32 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4158 |
| Inpatient Days (Title XIX) | 1064 |
| Total Inpatient Days | 22166 |
| Bed Count | 133 |
| Available Bed Days | 48545 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 509 |
| Discharges (Title XIX) | 137 |
| Total Discharges | 3405 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3644 |
| Inpatient Days (Title XIX; Adults & Peds) | 902 |
| Total Inpatient Days (Adults & Peds) | 19299 |
| Bed Count (Adults & Peds) | 121 |
| Available Bed Days (Adults & Peds) | 44165 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 509 |
| Discharges (Title XIX; Adults & Peds) | 137 |
| Total Discharges (Adults & Peds) | 3405 |
| Care Quality Stengths | |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients report challenges the cleanliness of 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 | 53% |
|---|
| 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 | |
| Mortality Group – Pressure Ulcer Rate | Worse 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) | 248 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -19.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.8 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| 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) | 2.581 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.664 |
| SSI SIR (Standardized Infection Ratio) | 1.752 |
| CDI SIR (Standardized Infection Ratio) | 0.462 |
| MRSA SIR (Standardized Infection Ratio) | 1.350 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $403 |
|---|---|
| Bad Debt Expense | $1,452 |
| Uncompensated Care Cost | $1,177 |
| Total Uncompensated Care | $14,746 |
| Total Salaries | $61,614 |
|---|---|
| Overhead Expenses (Non-Salary) | $66,830 |
| Depreciation Expense | $5,502 |
| Total Operating Costs | $102,264 |
| Inpatient Charges | $75,811 |
|---|---|
| Outpatient Charges | $101,936 |
| Total Patient Charges | $177,747 |
| Core Wage Costs | $12,247 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $61,614 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $825 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $13,871 |
| Allowance for Doubtful Accounts | |
| Inventory | $3,444 |
| Prepaid Expenses | $456 |
| Other Current Assets | |
| Total Current Assets | $25,766 |
| Land Value | $337 |
|---|---|
| Land Improvements Value | |
| Building Value | $85,162 |
| Leasehold Improvements | $6,152 |
| Fixed Equipment Value | $15,707 |
| Major Movable Equipment | $67,541 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $41,730 |
| Long-Term Investments | |
|---|---|
| Other Assets | $11,533 |
| Total Other Assets | $11,533 |
| Total Assets | $79,030 |
| Accounts Payable | $18,557 |
|---|---|
| Salaries & Wages Payable | $8,626 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,023 |
| Deferred Revenue | $96 |
| Other Current Liabilities | $4,672 |
| Total Current Liabilities | $34,191 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $21,890 |
| Total Long-Term Liabilities | $21,890 |
| Total Liabilities | $56,081 |
| General Fund Balance | $22,949 |
|---|---|
| Total Fund Balances | $22,949 |
| Total Liabilities & Equity | $79,030 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,562 |
| DRG (Post-Oct 1) | $1,508 |
| Outlier Payments | |
| DSH Adjustment | $392 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $9,740 |
| Total IME Payments | $192 |
| Inpatient Revenue | $76,963 |
|---|---|
| Outpatient Revenue | $122,951 |
| Total Patient Revenue | $199,914 |
| Contractual Allowances & Discounts | $116,844 |
| Net Patient Revenue | $83,070 |
| Total Operating Expenses | $128,444 |
| Net Service Income | $-45,374 |
| Other Income | $38,303 |
| Total Income | $-7,070 |
| Other Expenses | |
| Net Income | $-7,070 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $14,727 |
| Medicaid Charges | $49,832 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |