Westerly Hospital

Westerly Hospital, located at 25 Wells Street in Westerly, RI, has provided residents of southern Rhode Island and southeastern Connecticut with comprehensive and compassionate medical care for nearly a century. As part of the Yale New Haven Health System, the hospital offers a wide range of inpatient and outpatient services, including emergency care, heart and vascular services, surgery, radiology, and cancer care through the Smilow Cancer Hospital Care Center. With state-of-the-art technologies and a dedicated team of local professionals, Westerly Hospital is committed to providing world-class care close to home. The hospital also focuses on offering convenient services such as blood draw locations and comprehensive diagnostic imaging.

Identifiers

Hospital Name Westerly Hospital
Facility ID 410013

Location

Address 25 WELLS STREET
City/Town Westerly
State RI
ZIP Code 2891
County/Parish WASHINGTON

Health System

Health System Yale New Haven Health
Health System Website Domain ynhh.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 6
Health System Total Beds 2330
Health System Hospital Locations Connecticut and Rhode Island

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Yale New Haven Health
Emergency Services Yes

Richard Lisitano

President

Richard (Rich) Lisitano was named the new president of Lawrence + Memorial Healthcare (Lawrence + Memorial Hospital, Westerly Hospital and VNA of Southeastern Connecticut) and executive vice president of Yale New Haven Health effective July 17, 2023. Lisitano has been senior vice president of Operations at Yale New Haven Hospital (YNHH) since 2021 and has been employed at YNHH since 1986 when he started as assistant director of Pharmacy. He holds a Master of Science from Ohio State University and a Bachelor of Science in Pharmacy from the University of Connecticut. A Connecticut native, Rich and his wife Ann are the proud parents of three young men. [4, 7, 8]

Shannon Christian, MSN, RN, NEA-BC

Senior Vice President Patient Care Services Chief Nursing Officer

Shannon Christian, RN, chief nursing officer, L+M and Westerly hospitals. [6]

Oliver Mayorga, MD, MHCM, FACEP

Senior Vice President Chief Medical Officer

NA

Carrie Kenyon, MHA, BSN, RN

Vice President Operations

NA

Brett Perrone

Vice President Finance

NA

Residency Programs

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

Capacity & Services

Licensed Beds 116

Staffing & Personnel

FTE Employees on Payroll 570
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 5450
Inpatient Days (Title XIX) 83
Total Inpatient Days 13726
Bed Count 77
Available Bed Days 28105
Discharges (Title V) NA
Discharges (Title XVIII) 1032
Discharges (Title XIX) 13
Total Discharges 2998

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 4887
Inpatient Days (Title XIX; Adults & Peds) 83
Total Inpatient Days (Adults & Peds) 11925
Bed Count (Adults & Peds) 68
Available Bed Days (Adults & Peds) 24820
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1032
Discharges (Title XIX; Adults & Peds) 13
Total Discharges (Adults & Peds) 2998

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients report that nurse communication is excellent. Patients were very positive about the cleanliness of the hospital. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns

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 76%

Mortality Group Indicators

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 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) 130

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -12.1
Readmission Score Hospital Return Days for Pneumonia Patients -8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.2
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 12.3
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
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 18.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.5
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.1
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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.505
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) 1.497
CDI SIR (Standardized Infection Ratio) 1.048
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,413
Bad Debt Expense $4,301
Uncompensated Care Cost $3,646
Total Uncompensated Care $9,782

Operating Expenses ($ thousands)

Total Salaries $45,970
Overhead Expenses (Non-Salary) $82,366
Depreciation Expense $6,009
Total Operating Costs $111,464

Charges ($ thousands)

Inpatient Charges $109,798
Outpatient Charges $283,762
Total Patient Charges $393,560

Wage-Related Details ($ thousands)

Core Wage Costs $11,103
Wage Costs (RHC/FQHC)
Adjusted Salaries $45,970
Contract Labor (Patient Care) $4,135
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $9,894
Short-Term Investments $4,848
Notes Receivable
Accounts Receivable $29,245
Allowance for Doubtful Accounts $-12,955
Inventory $2,441
Prepaid Expenses $242
Other Current Assets
Total Current Assets $44,525

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,742
Land Improvements Value $782
Building Value $22,947
Leasehold Improvements $19,278
Fixed Equipment Value $747
Major Movable Equipment $26,916
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $47,904

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $11,539
Other Assets $1,331
Total Other Assets $12,870
Total Assets $105,298

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,045
Salaries & Wages Payable $5,024
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $6,286
Total Current Liabilities $75,270

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $1,653
Unsecured Loans
Other Long-Term Liabilities $14,051
Total Long-Term Liabilities $15,704
Total Liabilities $90,975

Balance Sheet – Equity ($ thousands)

General Fund Balance $28,167
Total Fund Balances $14,324
Total Liabilities & Equity $105,298

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $10,395
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $112,981
Outpatient Revenue $298,435
Total Patient Revenue $411,416
Contractual Allowances & Discounts $298,092
Net Patient Revenue $113,323
Total Operating Expenses $128,337
Net Service Income $-15,013
Other Income $8,580
Total Income $-6,433
Other Expenses
Net Income $-6,433

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $10,164
Medicaid Charges $57,557
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Infor
ERP Version Cloudsuite
EHR is Changing No