General Information
Administrator:
April Patrick
(Administrator)
Address:
300 Blue Ridge Street
Martinsville, VA 24112
(276) 638-8701
Website: brvillage.com
Semi-Private Daily Room Rate: 218
Private Daily Room Rate: 252
For Fiscal Year 1/1/2015 - 12/31/2015
Facility Comment:
Doing business as: Blue Ridge Rehab Center. Offering 24 Hr Skilled Nursing Care, Quality Rehab Services, Occupational, Physical and Speech Therapy, Inpatient/Outpatient, Medicare/Medicaid Approved, Short Term & Long Term stays.
Last updated on: 12/7/2016
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Financial Information
For Fiscal Year 1/1/2015 - 12/31/2015
Revenue
Gross patient revenueGross patient revenue
Total established full charges for all services provided to patients. |
$25,762,284 |
Contractual allowanceContractual allowance
The difference between a hospital's established charges and the rates paid by third-party payers under contractual agreements. |
$8,053,274
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Net patient revenueNet patient revenue
Net Patient Revenue is the sum of Gross Patient Revenue minus contractual allowances minus charity care at 100%, 200% and over 200% of poverty as well as any charity care for which partial payment is received, and minus any payment from the disproportional share program. |
$17,709,010 |
Other operating 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. |
($46,658)
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Expense
LaborLabor expense
All expenses related to employment of personnel by the hospital. |
$9,946,759
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Non-laborNon-labor expense
Any expenses that are not related to labor. Excluding capital and capital-related expenses. |
$6,177,984
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Capital Capital 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. |
$194,663
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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. |
$161,999
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Bad-debtBad-debt expense
Bad-debt expense (or provision for bad debts) as reported on the hospital’s income statement. |
$0 |
Total expenseTotal operating expense
The sum of all operating expenses. |
$16,481,405 |
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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. |
$1,180,947
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Net non-operating gains (loss)Net 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. |
($111,256) |
Revenue and gains
in excess of expenses and lossesRevenue 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.
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$1,069,691 |
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Balance Sheet
Current assetsCurrent assets
Cash and other assets that are expected to be converted into cash, sold, or consumed within one year. |
$1,167,129
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Net fixed assetsNet fixed assets
The value of property, plant, and equipment, net of accumulated depreciation using the straight-line method. |
$62,692
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Other assetsOther assets
The assets, other than fixed assets, that are not expected to be converted into cash, sold, or consumed within one year. |
$173,789 |
Total assetsTotal assets
Total assets as reported on the hospital’s balance sheet. |
$1,403,610 |
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Current liabilitiesCurrent liabilities
Obligations expected to be liquidated within one year. |
$5,717,122
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Long term liabilitiesLong-term liabilities/debt
Obligations not expected to be liquidated within one year. |
$12,972 |
Total liabilitiesTotal liabilities
The total obligations of the hospital. |
$5,730,094 |
Net worthFund 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. |
($4,326,484)
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Updated on: 12/07/2016
Efficiency Indicator
For Fiscal Year 1/1/2015 - 12/31/2015 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. Read more · Charges
· Costs
· Productivity/Utilization
| Indicator Description |
Quartile Rank 1 through 4 |
7. Paid hours per adjusted patient day
The number of staff, converted to the average number of employees who work full time, for each occupied bed. The number of occupied beds has been adjusted to account for outpatient service revenue and case mix. The desired direction is toward a lower value.
 | Min. | Max. |
| 1 |
2.68 |
3.33 |
| 2 |
3.34 |
3.89 |
| 3 |
3.90 |
4.54 |
| 4 |
4.55 |
9.20 |
(lower is better)
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· Financial Viability
| Indicator Description |
Quartile Rank 1 through 4 |
8. Total margin
The average number of hours the hospital paid to employees or an agency, per adjusted admission. Admissions are adjusted for case mix and outpatient service revenue. The desired direction is toward a lower value.
| Max. | Min. |
| 4 |
26.18 |
6.22 |
| 3 |
6.21 |
3.37 |
| 2 |
3.36 |
-0.15 |
| 1 |
-0.16 |
-60.37 |
(higher is better)
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9. Return on assets
Expressed as a percentage, the average utilization of the average number of beds, excluding long-term care beds and normal newborn bassinets, that are operational to receive patients during the reporting period. The desired direction is toward a higher value.
| Max. | Min. |
| 4 |
74.72 |
25.72 |
| 3 |
25.71 |
8.41 |
| 2 |
8.40 |
1.87 |
| 1 |
1.86 |
-83.98 |
(higher is better)
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10. Cash debt coverage
Expressed as a percentage, the average utilization of the number of licensed beds reported by the facility, as approved by the Virginia Department of Health. For hospitals, licensed beds exclude normal newborn bassinets, but include neonatal ICU bassinets. The desired direction is toward a higher value.
| Max. | Min. |
| 4 |
57.00 |
5.64 |
| 3 |
5.63 |
3.08 |
| 2 |
3.07 |
0.00 |
| 1 |
-0.01 |
-35.54 |
(higher is better)
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11. Fixed asset financing ratio
Expressed as a percentage, the average utilization of high capital-cost services that are subject to Certificate of Public Need (COPN) law. Special services include: ICU/CCU, obstetrics, neonatal ICU, MRI, CT, lithotripsy, cardiac catheterization, radiation therapy and cardiac surgery. The desired direction is toward a higher value.
| Min. | Max. |
| 4 |
0.00 |
0.12 |
| 3 |
0.13 |
0.82 |
| 2 |
0.83 |
1.71 |
| 1 |
1.72 |
152.30 |
(lower is better)
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· Community Support
Updated on: 12/07/2016
Health and Fire Safety Inspections
Updated on: 01/17/2013
Nursing facility information obtained
from the Centers for Medicare & Medicaid Services (CMS) Compare Nursing Facilities Here
Staffing
Be careful when comparing staffing levels of different nursing facilities. Information comes from data that the nursing facility reports to its state agency.
It contains the nursing facility staffing hours for a two-week period prior to the time of the state inspection.
The Centers for Medicare & Medicaid Services (CMS) receives this data and converts it into the number of staff hours per resident per day.
How to Read a Staffing Chart
Updated on: 01/17/2013
Nursing facility information obtained
from the Centers for Medicare & Medicaid Services (CMS) Compare Nursing Facilities Here
Quality Measures
Reflects MDS 2.0 data submitted January through September 2010.
Information comes from data that the nursing home regularly report on all residents. It includes aspects of residents' health, physical funcioning, mental status and general well being.
Read why Quality Measures are important to you at www.Medicare.gov
· Blue Ridge Rehab Center's Short-Stay Residents
| Quality Measure | Percentage (higher are better) |
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| Percent of short-stay residents given influenza vaccination during the flu season |
81%
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| Percent of short-stay residents who were assessed and given pneumococcal vaccination |
81%
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| Quality Measure | Percentage (lower are better) |
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| Percent of short-stay residents who had moderate to severe pain |
23%
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| Percent of short-stay residents who have pressure sores |
10%
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| Percent of short-stay residents who have delirium |
0%
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· Blue Ridge Rehab Center's Long-Stay Residents
| Quality Measure | Percentage ( higher are better ) |
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| Percent of long-stay residents who were assessed and given pneumococcal vaccination |
82%
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| Percent of long-stay residents given influenza vaccination during the flu season |
90+%
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| Quality Measure | Percentage ( lower are better ) |
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| Percent of long-stay residents who have moderate to severe pain |
3%
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| Percent of long-stay residents who had a urinary tract infection |
8%
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| Percent of low-risk long-stay residents who have pressure sores |
0%
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| Percent of high-risk long-stay residents who have pressure sores |
12%
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| Percent of long-stay residents whose need for help with daily activities has increased |
18%
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| Percent of long-stay residents whose ability to move about in and around their room got worse |
18%
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| Percent of long-stay residents who have/had a catheter inserted and left in their bladder |
4%
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| Percent of long-stay residents who lose too much weight |
13%
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| Percent of long-stay residents who are more depressed or anxious |
19%
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| Percent of low-risk long-stay residents who lose control of their bowels or bladder |
33%
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| Percent of long-stay residents who were physically restrained |
1%
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| Percent of long-stay residents who spend most of their time in bed or in a chair |
1%
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Updated on: 01/17/2013
Nursing facility information obtained
from the Centers for Medicare & Medicaid Services (CMS) Compare Nursing Facilities Here
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169.08
= Potential for minimal harm
= Minimal harm or potential for actual harm
= Actual harm
= Immediate jeopardy to resident health or safety