UHS Chenango Memorial Hospital, located at 179 North Broad Street in Norwich, NY, is your community healthcare provider. Our 138-bed facility offers a wide range of services, including emergency care, inpatient and outpatient surgery, women's health, and maternity care. We feature an intensive care unit, cardiology services, orthopedics, diagnostic imaging, and a 24-hour emergency department. With primary care centers throughout Chenango County, we ensure that quality medical care is always within reach.
| Hospital Name | UHS Chenango Memorial Hospital |
|---|---|
| Facility ID | 330033 |
| Address | 179 NORTH BROAD STREET |
|---|---|
| City/Town | Norwich |
| State | NY |
| ZIP Code | 13815 |
| County/Parish | CHENANGO |
| Health System | United Health Services |
|---|---|
| Health System Website Domain | nyuhs.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 583 |
| Health System Hospital Locations | New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | United Health Services |
| Emergency Services | Yes |
Succeeded Dr. Drake M. Lamen in mid-April 2025. [2, 4, 5, 8, 9, 12] Has more than 30 years of experience in rural healthcare. [5] Previously served as the Vice President of Operations at UPMC Chautauqua since 2013. [2, 5] Holds a bachelor's degree in hospitality from Syracuse University and a master's degree in health and health-care administration and management from University of Maryland University College. [2] Selected from a pool of applicants from around the country. [2] Focused on elevating access and engagement, promoting patient-centered care, and setting high standards for both quality and safety, while achieving growth and strong financial results. [2, 5] Intends to relocate to the Norwich area. [2, 5]
Retired in mid-April 2025 after 18 years leading the hospital. [2, 5, 8, 9] Also served as Chief Medical Officer. [5] Spearheaded the Chenango Medical Neighborhood Plan, a multi-phase plan to transform the hospital's delivery of care. [2, 5] Under his leadership, the hospital invested more than $110 million in its facility over the past decade. [2, 5] Began his medical career in private practice before joining United Health Services. [5] Held a series of physician leadership roles within the health system before coming to UHS Chenango Memorial Hospital as Vice President of Medical Affairs in 2004. [5]
Chair of the UHS Chenango Memorial Board of Directors. [2, 5, 7, 8, 9, 16] Board members are selected from the communities served and are responsible for ensuring quality of patient care, creating hospital and organization policy, approving the annual operating plan, and ensuring adequate resources. [7] Serves without pay. [7]
Vice Chair of the UHS Chenango Memorial Board of Directors. [7] Board members are selected from the communities served and are responsible for ensuring quality of patient care, creating hospital and organization policy, approving the annual operating plan, and ensuring adequate resources. [7] Serves without pay. [7]
Mentioned as Vice President of Clinical Services at UHS Chenango Memorial in October 2021. [3] Commented on leadership changes within the surgical services team. [3]
Has worked for UHS Chenango Memorial Hospital for 18 years as of a July 2023 article. [11] Oversees departments including facilities services, IT/technical services, environmental services, food and nutrition services, security services, and emergency management. [11] Leads phase two of the hospital redesign (Chenango Medical Neighborhood Plan). [11]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 58 |
|---|
| FTE Employees on Payroll | 317.5 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1498 |
| Inpatient Days (Title XIX) | 360 |
| Total Inpatient Days | 4557 |
| Bed Count | 58 |
| Available Bed Days | 21170 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 323 |
| Discharges (Title XIX) | 23 |
| Total Discharges | 1038 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1376 |
| Inpatient Days (Title XIX; Adults & Peds) | 106 |
| Total Inpatient Days (Adults & Peds) | 3287 |
| Bed Count (Adults & Peds) | 53 |
| Available Bed Days (Adults & Peds) | 19345 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 323 |
| Discharges (Title XIX; Adults & Peds) | 23 |
| Total Discharges (Adults & Peds) | 1038 |
| Care Quality Stengths | Average overall patient satisfaction. 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 Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns | Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital struggles with high infection rates |
| Nurse Communication – Star Rating | |
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| 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 | 63% |
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| 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 | 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 | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| 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) | 97 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 46.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| 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 | 1.5 |
| 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 | 19.2 |
| 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 | 17.4 |
| 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 | More Days Than Average 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 | 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 | 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 | 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 | 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.456 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.488 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $840 |
|---|---|
| Bad Debt Expense | $715 |
| Uncompensated Care Cost | $1,083 |
| Total Uncompensated Care | $5,721 |
| Total Salaries | $22,818 |
|---|---|
| Overhead Expenses (Non-Salary) | $62,114 |
| Depreciation Expense | $4,105 |
| Total Operating Costs | $66,376 |
| Inpatient Charges | $48,285 |
|---|---|
| Outpatient Charges | $148,892 |
| Total Patient Charges | $197,177 |
| Core Wage Costs | $5,213 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $22,818 |
| Contract Labor (Patient Care) | $4,841 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $12,489 |
|---|---|
| Short-Term Investments | $126 |
| Notes Receivable | |
| Accounts Receivable | $7,954 |
| Allowance for Doubtful Accounts | |
| Inventory | $803 |
| Prepaid Expenses | $1,501 |
| Other Current Assets | |
| Total Current Assets | $22,872 |
| Land Value | $196 |
|---|---|
| Land Improvements Value | $2,813 |
| Building Value | $69,289 |
| Leasehold Improvements | |
| Fixed Equipment Value | $2,099 |
| Major Movable Equipment | $42,641 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $50,089 |
| Long-Term Investments | |
|---|---|
| Other Assets | $18,156 |
| Total Other Assets | $18,156 |
| Total Assets | $91,117 |
| Accounts Payable | $4,778 |
|---|---|
| Salaries & Wages Payable | $4,302 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,269 |
| Deferred Revenue | $37 |
| Other Current Liabilities | $3,211 |
| Total Current Liabilities | $18,946 |
| Mortgage Debt | $11,832 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $8,538 |
| Total Long-Term Liabilities | $20,370 |
| Total Liabilities | $39,316 |
| General Fund Balance | $44,053 |
|---|---|
| Total Fund Balances | $51,801 |
| Total Liabilities & Equity | $91,117 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,020 |
| DRG (Post-Oct 1) | $826 |
| Outlier Payments | |
| DSH Adjustment | $85 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $2,532 |
| Total IME Payments |
| Inpatient Revenue | $45,479 |
|---|---|
| Outpatient Revenue | $181,704 |
| Total Patient Revenue | $227,183 |
| Contractual Allowances & Discounts | $147,217 |
| Net Patient Revenue | $79,966 |
| Total Operating Expenses | $84,932 |
| Net Service Income | $-4,966 |
| Other Income | $6,956 |
| Total Income | $1,991 |
| Other Expenses | |
| Net Income | $1,991 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $11,473 |
| Medicaid Charges | $47,825 |
| Net CHIP Revenue | $263 |
| CHIP Charges | $818 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |