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Saber Healthcare Nova Health and Rehabilitation Center

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General Information


Address:
105 Clonce Street
Weber City, VA 24290
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Semi-Private Daily Room Rate: 0
Private Daily Room Rate: 0

For Fiscal Year 4/17/2013 - 12/31/2013
Total nursing facility beds 90
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.
6,808
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.
25.6

Facility Comment: Previously named Brian Center Health and Rehab at Weber City.



Last updated on: 11/19/2013

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Financial Information

For Fiscal Year 4/17/2013 - 12/31/2013



Revenue

Gross patient revenueGross patient revenue
Total established full charges for all services provided to patients.
$2,573,378
Contractual allowanceContractual allowance
The difference between a hospital's established charges and the rates paid by third-party payers under contractual agreements.
$835,906
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.
$1,737,472
Other operating revenueOther operating revenue
Revenue or gains from the hospitalís 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.
$0

Expense

LaborLabor expense
All expenses related to employment of personnel by the hospital.
$1,442,674
Non-laborNon-labor expense
Any expenses that are not related to labor. Excluding capital and capital-related expenses.
$1,171,212
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.
($639,588)
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.
$33,153
Bad-debtBad-debt expense
Bad-debt expense (or provision for bad debts) as reported on the hospitalís income statement.
$1,000
Total expenseTotal operating expense
The sum of all operating expenses.
$2,008,451
  
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.
($270,979)
Net non-operating gains (loss)Net non-operating gains
Non-operating gains and losses resulting from transactions incidental or peripheral to the hospitalís 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.
$1,628
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.

($269,351)

Balance Sheet

Current assetsCurrent assets
Cash and other assets that are expected to be converted into cash, sold, or consumed within one year.
$534,423
Net fixed assetsNet fixed assets
The value of property, plant, and equipment, net of accumulated depreciation using the straight-line method.
$211,664
Other assetsOther assets
The assets, other than fixed assets, that are not expected to be converted into cash, sold, or consumed within one year.
$8,682
Total assetsTotal assets
Total assets as reported on the hospitalís balance sheet.
$754,769
  
Current liabilitiesCurrent liabilities
Obligations expected to be liquidated within one year.
$1,011,973
Long term liabilitiesLong-term liabilities/debt
Obligations not expected to be liquidated within one year.
$12,147
Total liabilitiesTotal liabilities
The total obligations of the hospital.
$1,024,120
Net worthFund balance
The end-of Ėyear sum of general, temporarily restricted, and permanently restricted fund balances. This is the net worth of the corporation at year-end.
($269,351)
   


Updated on: 11/19/2013



Print Efficiency Information

Efficiency Indicator

For Fiscal Year 4/17/2013 - 12/31/2013
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

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 MinimumMaximum
1 116.57 166.20
2 166.21 190.06
3 190.07 220.02
4 220.03 545.82

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187.12
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 MinimumMaximum
1 101.05 132.11
2 132.12 146.06
3 146.07 155.94
4 155.95 235.57

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126.34
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 MinimumMaximum
1 97.86 129.39
2 129.40 144.49
3 144.50 156.01
4 156.02 289.41

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146.04
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 MinimumMaximum
1 49.06 75.12
2 75.13 89.90
3 89.91 101.16
4 101.17 147.05

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104.90
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 MinimumMaximum
1 22.98 33.65
2 33.66 38.71
3 38.72 47.53
4 47.54 106.22

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85.16
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 MinimumMaximum
1 -46.51 2.35
2 2.36 5.90
3 5.91 11.41
4 11.42 108.02

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-46.51
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 MinimumMaximum
1 2.56 3.58
2 3.59 3.92
3 3.93 4.61
4 4.62 8.80

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2.75
1 2 3 4
Financial Viability
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 MaximumMinimum
1 22.95 4.76
2 4.75 2.10
3 2.09 -1.48
4 -1.49 -50.09

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-15.49
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 MaximumMinimum
1 190.51 23.03
2 23.02 6.83
3 6.82 1.63
4 1.62 -129.93

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29.90
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 MaximumMinimum
1 211.00 11.06
2 11.05 2.68
3 2.67 0.00
4 -0.01 -7.51

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0.00
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 MinimumMaximum
1 0.00 0.05
2 0.06 0.72
3 0.73 1.60
4 1.61 32.92

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0.06
1 2 3 4
Community Support Activities
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 MaximumMinimum
1 9.27 4.56
2 4.55 2.65
3 2.64 1.55
4 1.54 0.00

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1.70
1 2 3 4
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 MaximumMinimum
1 88.21 74.81
2 74.80 65.71
3 65.70 54.43
4 54.42 0.00

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58.25
1 2 3 4

Updated on: 11/19/2013



Information currently not available from Centers for Medicare & Medicaid Services (CMS)


Updated on: 01/17/2013

Nursing facility information obtained
from the Centers for Medicare & Medicaid Services (CMS)

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Information currently not available from Centers for Medicare & Medicaid Services (CMS)


Updated on: 01/17/2013

Nursing facility information obtained
from the Centers for Medicare & Medicaid Services (CMS)

Compare Nursing Facilities Here

Information currently not available from Centers for Medicare & Medicaid Services (CMS)


Updated on: 01/17/2013

Nursing facility information obtained
from the Centers for Medicare & Medicaid Services (CMS)

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