UCHealth Greeley Hospital

UCHealth Greeley Hospital, located at 6767 W 29th St, Greeley, CO, is a 50-bed acute-care hospital dedicated to providing high-quality medical care for you and your family. Established in 2019, we offer advanced services including a birth center, an emergency department with Level III trauma care, advanced cardiac services, and general and robotic-assisted surgery. We are committed to delivering personalized interactions and an exceptional patient experience, with convenient access for residents of Greeley and the surrounding communities. Our dedicated team of physicians and staff is here to support your healthcare needs every step of the way.

Identifiers

Hospital Name UCHealth Greeley Hospital
Facility ID 060131

Location

Address 6767 W 29TH ST
City/Town Greeley
State CO
ZIP Code 80634
County/Parish WELD

Health System

Health System UCHealth
Health System Website Domain uchealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 14
Health System Total Beds 2704
Health System Hospital Locations Colorado and Wyoming

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details UCHealth
Emergency Services Yes

Marilyn Schock

President

Marilyn Schock is a double alumna of Colorado State University, with a bachelor's degree in occupational therapy (1985) and a master's degree in business administration with an emphasis on health care strategy (2001). She has applied her CSU education to support and advance healthcare in northern Colorado for more than 35 years, holding leadership roles at Banner Health and UCHealth at Poudre Valley Hospital, Medical Center of the Rockies, and now UCHealth Greeley Hospital, where she serves as president. Her career began as an occupational therapist in 1986, followed by serving as the director of rehabilitation at McKee Hospital in Loveland from 1991-1999. She then held several administrative roles at Banner Health facilities, leading up to her placement as chief executive officer. Following her time at Banner Health, Marilyn became the chief operations officer for UCHealth, overseeing operations at Poudre Valley Hospital and Medical Center of the Rockies. She is known for her high degree of integrity and commitment to collaboration with medical staff and leadership on operational issues, quality and process improvement, and patient care and satisfaction. Marilyn is an active community member and a Trustee for the Aims Community College Board of Trustees. In her free time, she enjoys traveling and photography. [3]

Diana Breyer, MD

Chief Medical Officer, GH

Richard Milchak, MD

Chief of Staff

Tara Hallahan, DO

Medical Director, Greeley Hospital Emergency Department

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 88

Staffing & Personnel

FTE Employees on Payroll 593.52
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 4160
Inpatient Days (Title XIX) 4003
Total Inpatient Days 17577
Bed Count 79
Available Bed Days 21245
Discharges (Title V) NA
Discharges (Title XVIII) 919
Discharges (Title XIX) 851
Total Discharges 3895

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 3388
Inpatient Days (Title XIX; Adults & Peds) 2448
Total Inpatient Days (Adults & Peds) 12454
Bed Count (Adults & Peds) 58
Available Bed Days (Adults & Peds) 17360
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 919
Discharges (Title XIX; Adults & Peds) 851
Total Discharges (Adults & Peds) 3895

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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.
Care Quality Concerns Patients report that the care team can be slow at times in meeting their needs.

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 74%

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 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) 134

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -17
Readmission Score Hospital Return Days for Heart Failure Patients -11.9
Readmission Score Hospital Return Days for Pneumonia Patients -1.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.6
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 11.4
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.5
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.2
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 17.9
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.5
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
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

Infection SIRs

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 Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,631
Bad Debt Expense $7,884
Uncompensated Care Cost $5,391
Total Uncompensated Care $16,068

Operating Expenses ($ thousands)

Total Salaries $51,852
Overhead Expenses (Non-Salary) $127,647
Depreciation Expense $16,889
Total Operating Costs $153,849

Charges ($ thousands)

Inpatient Charges $213,269
Outpatient Charges $483,767
Total Patient Charges $697,036

Wage-Related Details ($ thousands)

Core Wage Costs $12,421
Wage Costs (RHC/FQHC)
Adjusted Salaries $51,532
Contract Labor (Patient Care) $1,837
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $5
Short-Term Investments
Notes Receivable
Accounts Receivable $74,706
Allowance for Doubtful Accounts $-54,688
Inventory $7,185
Prepaid Expenses $2,708
Other Current Assets
Total Current Assets $-143,770

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,627
Land Improvements Value $10,809
Building Value $181,822
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $2,195
Minor Depreciable Equipment $56,079
Health IT Assets
Total Fixed Assets $180,938

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $6,425
Other Assets $-0
Total Other Assets $6,425
Total Assets $43,592

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $8,183
Salaries & Wages Payable $2,168
Payroll Taxes Payable $109
Short-Term Debt $16
Deferred Revenue
Other Current Liabilities $6,502
Total Current Liabilities $16,978

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $122,018
Unsecured Loans
Other Long-Term Liabilities $236
Total Long-Term Liabilities $122,254
Total Liabilities $139,232

Balance Sheet – Equity ($ thousands)

General Fund Balance $-95,640
Total Fund Balances $-95,640
Total Liabilities & Equity $43,592

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $1,808
DRG (Post-Oct 1) $7,371
Outlier Payments
DSH Adjustment $275
Eligible DSH % $0
Simulated MC Payments $8,994
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $212,294
Outpatient Revenue $492,788
Total Patient Revenue $705,082
Contractual Allowances & Discounts $541,505
Net Patient Revenue $163,577
Total Operating Expenses $179,499
Net Service Income $-15,922
Other Income $19,427
Total Income $3,505
Other Expenses $18,027
Net Income $-14,522

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $15,250
Medicaid Charges $140,983
Net CHIP Revenue $179
CHIP Charges $1,288

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No