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Benjamin Borden Health Center

Address:

NOTE:

Website:

www.kalex.kendal.org

Semi-Private Daily Room Rate

Private Daily Room Rate

For Fiscal Year 1/1/2008 - 12/31/2008

Total nursing facility beds	60
Patient daysPatient days Patient days of care provided during the report period, excluding days in a nursing facility unit of the hospital, and excluding days in a regular (i.e., not intensive care) newborn nursery while the mother is still in the hospital.	19,585
Full-Time EquivalentsFull-Time Equivalents (FTEs) The total number of hours paid (including worked hours, benefit hours, contracted hours for agency personnel, and paid hours for contracted services provided within the facility) divided by 2080 and rounded to one decimal place. Contract FTEs (contracted hours for agency personnel and paid hours for contracted services provided within the facility) are included. Home office FTEs are not included.	58.6

Facility Comment: Facility has not provided a comment.

Go to Medicare's Nursing Facility Quality Compare

Last updated on: 4/20/2010

Financial Information
For Fiscal Year 1/1/2008 - 12/31/2008

Gross inpatient revenueGross inpatient revenue Total established full charges for all hospital services provided to inpatients, including charity care.	$4,121,897
Gross outpatient revenueGross outpatient revenue Total established full charges for all hospital services provided to outpatients, including charity care.	$0
Gross patient revenueGross patient revenue Total established full charges for all services provided to patients.	$4,121,897
Contractual allowanceContractual allowance The difference between a hospital's established charges and the rates paid by third-party payers under contractual agreements.	$272,564
Net patient revenueNet patient revenue Net patient service revenue is total gross patient service revenue, minus total contractual allowances, minus charity care @100% of poverty, minus charity care @200% of poverty, plus or minus accrued payments from/to the Indigent Care Trust Fund or the disproportionate share program.	$3,849,333
Other revenueOther operating revenue Revenue or gains from the hospital’s ongoing or central operations other than patient care. These may include such activities as educational or research programs, sales of goods and services to other than patients, and sales of personal convenience items and services to patients. Operating gains may be difficult to distinguish from non-operating gains. Providers are asked to report other revenue (or other operating revenue) and operating gains as defined per the 1990 AICPA audit guide.	$65,720

Labor expenseLabor expense All expenses related to employment of personnel by the hospital.	$3,272,189
Non-labor expenseNon-labor expense Any expenses that are not related to labor. Excluding capital and capital-related expenses.	$836,312
Capital expenseCapital expense Capital expenses are those defined by Medicare as capital expenses. This includes depreciation and interest for capital assets reported as used for patient care, plus Medicare inpatient costs for other capital-related expenses. Medicare inpatient costs for other capital-related expenses including leases, rentals (including license and royalty fees for the use of depreciable assets), insurance expense on depreciable assets, related-organization capital-related costs for assets that are not maintained on the hospital's premises, and taxes on land or depreciable assets used for patient care. Depreciation expenses are calculated on a straight-line basis, using Medicare useful lives. Includes the allocated portion of home office capital expenses. This capital expense amount is not necessarily the same as the Medicare-allowable cost figure.	$265,929
TaxesTaxes/Tax expense All taxes reported on the hospital's income statement, including: state income tax, federal income tax, real estate tax, business property tax, and business license fees. Does not include payroll taxes, which are reported under Labor Expenses.	$0
Bad-debt expenseBad-debt expense Bad-debt expense (or provision for bad debts) as reported on the hospital’s income statement.	$44,162
Total operating expenseTotal operating expense The sum of all operating expenses.	$4,418,592
Operating incomeOperating income The net of Net patient revenue plus Other operating income minus Total operating income. This is the value that should be used in the calculation of Operating margin.	($503,539)
Net non-operating gainsNet non-operating gains Non-operating gains and losses resulting from transactions incidental or peripheral to the hospital’s central ongoing operations. This may include such items as gifts received, tax support and subsidies, returns on investment of general funds, and gain or loss on sale of properties, as well as other items.	($1,560)
Revenue and gains in excess of expensesRevenue and gains in excess of expenses The net amount of change in the net assets of the facility. The sum of Operating income and Non-operating income. Note: In proprietary facilities this is called Net Income. This is the value that should be used in the calculation of Total margin.	($505,099)

Current assetsCurrent assets Cash and other assets that are expected to be converted into cash, sold, or consumed within one year.	$639,906
Net fixed assetsNet fixed assets The value of property, plant, and equipment, net of accumulated depreciation using the straight-line method.	$2,961,934
Other assetsOther assets The assets, other than fixed assets, that are not expected to be converted into cash, sold, or consumed within one year.	$0
Total assetsTotal assets Total assets as reported on the hospital’s balance sheet.	$3,601,840
Current liabilitiesCurrent liabilities Obligations expected to be liquidated within one year.	$5,539,642
Long term liabilitiesLong-term liabilities/debt Obligations not expected to be liquidated within one year.	$0
Total liabilitiesTotal liabilities The total obligations of the hospital.	$5,539,642
Fund balanceFund balance The end-of –year sum of general, temporarily restricted, and permanently restricted fund balances. This is the net worth of the corporation at year-end.	($1,937,802)

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Efficiency Indicators
For Fiscal Year 1/1/2008 - 12/31/2008

What are Efficiency Indicators?What are Efficiency Indicators?
VHI’s Efficiency (and Productivity) indicators were designed to help large employers, and purchasers (health insurance companies) to find the most efficient and productive health care providers. (..Click on What are Efficiency Indicators? to read more ..)

Indicator Description

Quartile Rank 1 through 4
Lower is More Efficient.

Facility value is over red arrow.

Charges

1) Gross patient revenue per adjusted patient day

The average full patient charge, based on charge schedules, per adjusted patient day. The desired direction is toward a lower value.

Quartile	Minimum	Maximum
1	132.99	157.37
2	157.38	163.09
3	163.10	180.88
4	180.89	227.70

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210.46
	1	2	3	4

2) Net patient revenue per adjusted patient day

The average dollar amount expectec to be collected per adjusted patient day. The desired direction is toward a lower value.

Quartile	Minimum	Maximum
1	73.53	135.70
2	135.71	148.01
3	148.02	161.56
4	161.57	199.94

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196.54
	1	2	3	4

Costs

3) Cost per adjusted patient day

The average total operating cost per adjusted patient day. The desired direction is toward a lower value.

Quartile	Minimum	Maximum
1	110.09	134.36
2	134.37	143.37
3	143.38	165.97
4	165.98	234.24

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225.61
	1	2	3	4

4) Labor cost per adjusted patient day

The average personnel expense per adjusted patient day. The desired direction is toward a lower value.

Quartile	Minimum	Maximum
1	54.95	78.89
2	78.90	88.60
3	88.61	110.18
4	110.19	171.07

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167.08
	1	2	3	4

5) Non-labor cost per adjusted patient day

The average supply, maintenance and non-personnel expense per adjusted admission or patient day. The desired direction is toward a lower value.

Quartile	Minimum	Maximum
1	21.97	33.58
2	33.59	40.43
3	40.44	49.24
4	49.25	82.04

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42.70
	1	2	3	4

6) Capital cost per adjusted patient day

The average physical plant costs (e.g., purchasing costs, financing costs and capital taxes) per adjusted admission or patient day. The desired direction is toward a lower value.

Quartile	Minimum	Maximum
1	0.36	3.77
2	3.78	6.41
3	6.42	13.43
4	13.44	39.28

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13.58
	1	2	3	4

Productivity/Utilization

7) Paid hours per adjusted patient day

The average number of hours the nursing facility paid to employees or an agency, per adjusted patient day. The desired direction is toward a lower value.

Quartile	Minimum	Maximum
1	3.21	3.97
2	3.98	4.52
3	4.53	5.62
4	5.63	16.11

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6.24
	1	2	3	4

8) Total margin

Expressed as a percentage, the net income, earnings or loss that the facility generates in relation to its expenses. The desired direction is toward a higher value.

Quartile	Maximum	Minimum
1	10.41	3.79
2	3.78	2.23
3	2.22	-1.48
4	-1.49	-95.93

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-12.91
	1	2	3	4

9) Return on assets

Expressed as a percentage, the facility's ability to generate cash on its financial resources (e.g., investments, receivables, inventory, physical plant, etc.). The desired direction is toward a higher value.

Quartile	Maximum	Minimum
1	62.07	16.37
2	16.36	7.10
3	7.09	-0.68
4	-0.69	-51.91

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-2.48
	1	2	3	4

10) Cash debt coverage

A measure of the facility's ability to generate cash to cover its long-term debt. The desired direction is toward a higher value.

Quartile	Maximum	Minimum
1	22.00	22.00
2	21.99	3.03
3	3.02	0.71
4	0.70	0.00

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22.00
	1	2	3	4

11) Fixed asset financing ratio

The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.

Quartile	Minimum	Maximum
1	0.00	0.00
2	0.01	0.00
3	0.01	0.64
4	0.65	5.82

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0.00
	1	2	3	4

12) Charity care, bad debt, and taxes

Expressed as a percentage, it is the amount of charity care (converted to a cost basis), bad debt and taxes the facility incurred in relation to its total expenses. The desired direction is toward a higher value.

Quartile	Maximum	Minimum
1	8.23	3.28
2	3.27	1.73
3	1.72	0.52
4	0.51	0.00

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1.00
	1	2	3	4

Financial Viability

13) Medicaid participation

Expressed as a percentage, it is the amount of patient days for patients enrolled in the Medicaid program in relation to total patient days. The number of patient days has been adjusted to account for outpatient service revenue. The desired direction is toward a higher value.

Quartile	Maximum	Minimum
1	81.41	70.61
2	70.60	59.52
3	59.51	52.09
4	52.08	0.00

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32.23
	1	2	3	4

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