Samaritan Medical Center

Samaritan Medical Center, located at 830 Washington Street in Watertown, NY, is a 290-bed not-for-profit community medical center. We offer a full spectrum of inpatient and outpatient healthcare services, ranging from primary and emergency care to highly specialized medical and surgical services. Our team of healthcare professionals proudly serves the medical needs of both our civilian and military communities. At Samaritan, quality, compassion, and safety are the core principles guiding the exceptional care we deliver. We are dedicated to providing high-quality, comprehensive healthcare services that meet the needs of our community.

Identifiers

Hospital Name Samaritan Medical Center
Facility ID 330157

Location

Address 830 WASHINGTON STREET
City/Town Watertown
State NY
ZIP Code 13601
County/Parish JEFFERSON

Health System

Health System Samaritan Health System
Health System Website Domain samaritanhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 2
Health System Total Beds 307
Health System Hospital Locations New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Samaritan Health System
Emergency Services Yes

Thomas H. Carman

President and Chief Executive Officer

Has been Samaritan's President and Chief Executive Officer since April 2004.

M. Andrew Short

Vice President and Chief Operating Officer

Based in Watertown, New York. Has worked as VP, Information Services; IT Financial Analyst; and Patient Account Representative at Samaritan Medical Center. Studied at Empire State College between 1998 and 2000 and Jefferson Community College between 1996 and 1998.

Maxine A. Briggs

Chief Financial Officer

Also listed as Vice President, Fiscal Services, Human Resources and Treasurer for Samaritan Medical Center Officers.

Mario Victoria

Vice President Medical Affairs/Chief Medical Officer

Experienced Vice President of Medical Affairs. Skilled in Performance Improvement, Medical Staff Professional Development and Medical Staff Relations. Also listed as Chief Marketing Officer of SMC.

Shawna Cutuli

President

Listed as President of Samaritan Auxiliary Officers.

Jacqueline Dawe

Chief Nursing Officer of SMC

NA

Joel Benware

Vice President of Information Services and Chief Information Officer

Held senior leadership roles at Samaritan Health in Watertown, NY as CIO from 2021 through mid-2023.

Barbara Morrow

Chief Compliance Officer/Assistant Vice President Compliance NH Administrator SSV

Based in Watertown, New York. Studied at University of NY IT Utica between 1999 and 2001.

Regina Lagattuta

VP OF HUMAN RESOURSES

NA

Residency Programs

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

Capacity & Services

Licensed Beds 287

Staffing & Personnel

FTE Employees on Payroll 1498.77
FTE Interns & Residents 10.7

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 10183
Inpatient Days (Title XIX) 1728
Total Inpatient Days 45399
Bed Count 182
Available Bed Days 66430
Discharges (Title V) NA
Discharges (Title XVIII) 1691
Discharges (Title XIX) 248
Total Discharges 7857

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 9962
Inpatient Days (Title XIX; Adults & Peds) 1510
Total Inpatient Days (Adults & Peds) 40280
Bed Count (Adults & Peds) 160
Available Bed Days (Adults & Peds) 58400
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1691
Discharges (Title XIX; Adults & Peds) 248
Total Discharges (Adults & Peds) 7857

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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 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 52%

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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 250

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 27.9
Readmission Score Hospital Return Days for Pneumonia Patients 5.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.1
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.4
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.1
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 18.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.9
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 18
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
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 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 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) 0.646
CAUTI SIR (Standardized Infection Ratio) 0.656
SSI SIR (Standardized Infection Ratio) 1.606
CDI SIR (Standardized Infection Ratio) 0.627
MRSA SIR (Standardized Infection Ratio) 0.693

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $688
Bad Debt Expense $7,644
Uncompensated Care Cost $2,923
Total Uncompensated Care $20,126

Operating Expenses ($ thousands)

Total Salaries $120,871
Overhead Expenses (Non-Salary) $173,560
Depreciation Expense $14,352
Total Operating Costs $239,304

Charges ($ thousands)

Inpatient Charges $230,734
Outpatient Charges $592,838
Total Patient Charges $823,572

Wage-Related Details ($ thousands)

Core Wage Costs $27,734
Wage Costs (RHC/FQHC)
Adjusted Salaries $122,366
Contract Labor (Patient Care) $15,838
Wage Costs (Part A Teaching) $46
Wage Costs (Interns & Residents) $167

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $52,018
Short-Term Investments
Notes Receivable
Accounts Receivable $173,245
Allowance for Doubtful Accounts $-127,934
Inventory $6,646
Prepaid Expenses $3,114
Other Current Assets
Total Current Assets $110,949

Balance Sheet – Fixed Assets ($ thousands)

Land Value $1,216
Land Improvements Value $8,329
Building Value $220,677
Leasehold Improvements
Fixed Equipment Value $26,972
Major Movable Equipment $171,158
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $162,340

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $7,311
Other Assets $15,364
Total Other Assets $22,675
Total Assets $295,964

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $29,677
Salaries & Wages Payable $23,508
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $17,573
Total Current Liabilities $76,247

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $93,208
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $7,133
Total Long-Term Liabilities $100,341
Total Liabilities $176,587

Balance Sheet – Equity ($ thousands)

General Fund Balance $118,502
Total Fund Balances $119,376
Total Liabilities & Equity $295,964

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $10,971
DRG (Post-Oct 1) $3,657
Outlier Payments
DSH Adjustment $439
Eligible DSH % $0
Simulated MC Payments $11,053
Total IME Payments $287

Revenue & Income Statement ($ thousands)

Inpatient Revenue $243,815
Outpatient Revenue $651,400
Total Patient Revenue $895,215
Contractual Allowances & Discounts $618,048
Net Patient Revenue $277,167
Total Operating Expenses $294,431
Net Service Income $-17,264
Other Income $19,622
Total Income $2,358
Other Expenses $283
Net Income $2,075

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $18,402
Medicaid Charges $170,348
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH
EHR Version Unknown
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No