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Piney Forest Health & Rehabilitation Center

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General Information


Address:
450 Piney Forest Road
Danville, VA 24540
(434) 799-1565


Website: www.pineyforestrehab.com

Semi-Private Daily Room Rate: 232
Private Daily Room Rate: 253

For Fiscal Year 1/1/2011 - 12/31/2011
Total nursing facility beds 120
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.
37,068
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.
107.6

Facility Comment: Facility has not provided a comment.



Last updated on: 11/13/2012

Print Financial Information

Financial Information

For Fiscal Year 1/1/2012 - 12/31/2012



Revenue

Gross patient revenueGross patient revenue
Total established full charges for all services provided to patients.
$10,359,164
Contractual allowanceContractual allowance
The difference between a hospital's established charges and the rates paid by third-party payers under contractual agreements.
$3,282,200
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.
$7,076,964
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.
$1,843

Expense

LaborLabor expense
All expenses related to employment of personnel by the hospital.
$5,191,632
Non-laborNon-labor expense
Any expenses that are not related to labor. Excluding capital and capital-related expenses.
$1,799,847
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.
$363,518
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.
$61,816
Bad-debtBad-debt expense
Bad-debt expense (or provision for bad debts) as reported on the hospitalís income statement.
$14,524
Total expenseTotal operating expense
The sum of all operating expenses.
$7,431,337
  
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.
($352,530)
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.
$0
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.

($352,530)

Balance Sheet

Current assetsCurrent assets
Cash and other assets that are expected to be converted into cash, sold, or consumed within one year.
$694,719
Net fixed assetsNet fixed assets
The value of property, plant, and equipment, net of accumulated depreciation using the straight-line method.
$1,326,113
Other assetsOther assets
The assets, other than fixed assets, that are not expected to be converted into cash, sold, or consumed within one year.
$203,308
Total assetsTotal assets
Total assets as reported on the hospitalís balance sheet.
$2,224,140
  
Current liabilitiesCurrent liabilities
Obligations expected to be liquidated within one year.
$770,136
Long term liabilitiesLong-term liabilities/debt
Obligations not expected to be liquidated within one year.
$910,282
Total liabilitiesTotal liabilities
The total obligations of the hospital.
$1,680,418
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.
$543,722
   


Updated on: 11/19/2013



Print Efficiency Information

Efficiency Indicator

For Fiscal Year 1/1/2012 - 12/31/2012
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
1 140.66 161.61
2 161.62 180.53
3 180.54 209.81
4 209.82 494.15

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206.61
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
1 102.97 128.14
2 128.15 142.46
3 142.47 153.53
4 153.54 235.09

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141.15
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 96.85 126.37
2 126.38 141.88
3 141.89 156.24
4 156.25 339.24

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148.22
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 48.99 72.53
2 72.54 88.42
3 88.43 100.20
4 100.21 138.38

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103.55
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 24.39 33.35
2 33.36 38.07
3 38.08 45.70
4 45.71 115.28

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35.90
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 0.04 2.43
2 2.44 5.91
3 5.92 10.60
4 10.61 122.89

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7.25
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 2.69 3.56
2 3.57 4.07
3 4.08 4.47
4 4.48 8.50

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4.44
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 16.55 5.75
2 5.74 3.05
3 3.04 -0.55
4 -0.56 -44.29

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-4.98
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
1 173.20 22.68
2 22.67 9.52
3 9.51 4.08
4 4.07 -77.47

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10.59
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 23,172.90 86.74
2 86.73 3.82
3 3.81 1.19
4 1.18 -3.91

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1.19
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 0.00
2 0.01 0.34
3 0.35 1.62
4 1.63 30.63

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0.69
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 18.48 4.66
2 4.65 2.29
3 2.28 1.02
4 1.01 -1.82

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1.03
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 88.45 73.76
2 73.75 65.70
3 65.69 52.44
4 52.43 0.00

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76.71
1 2 3 4

Updated on: 11/19/2013



Print Inspections Information

Health and Fire Safety Inspections

 
 
 

Health Inspection
Below is a list of the health requirements that the nursing home failed to meet.


Date of last standard health inspection : 9/2/2011
Quality Indicator SurveyThe Quality Indicator Survey (QIS) process and the traditional standard survey are the two types of surveys approved by CMS to determine compliance with Medicare/Medicaid requirements. The QIS uses a structured review of the medical records and direct observations of the care of larger samples of residents to derive rates for a comprehensive set of Quality of Care Indicators (QCIs). Surveyors then investigate care areas that have been triggered for review by the QCIs. The QIS process is being pilot tested in several states.: No
Dates of Complaint Investigations: 01/01/2011 - 03/31/2012


Level of harm (Lower is better):
1 = Potential for minimal harm
2 = Minimal harm or potential for actual harm
3 = Actual harm
4 = Immediate jeopardy to resident health or safety
Resident Affected Scope:
Few = Isolated
Some = Pattern
Many = Widespread


Inspection Category Inspectors Determined that the nursing home failed to: Inspection DateThe date the deficiency was found. Correction DateDate that the inspectors found that the deficiency was corrected Level of Harm
(Lower is better)
Level of harm is the assessment of the effect the deficiency has on residents.
Residents AffectedNumber of residents potentially or actually affected by the deficiency
Administration Deficiencies Keep accurate, complete and organized clinical records on each resident that meet professional standards. 11/04/2010 12/17/2010 Few
Administration Deficiencies Keep accurate, complete and organized clinical records on each resident that meet professional standards. 11/04/2010 12/17/2010 Few
Quality Care Deficiencies Provide necessary care and services to maintain the highest well being of each resident . 11/04/2010 12/17/2010 Few
Quality Care Deficiencies Provide necessary care and services to maintain the highest well being of each resident . 11/04/2010 12/17/2010 Few
Resident Assessment Deficiencies Develop a complete care plan that meets all of a resident's needs, with timetables and actions that can be measured. 11/04/2010 12/17/2010 Many
Resident Assessment Deficiencies Develop a complete care plan that meets all of a resident's needs, with timetables and actions that can be measured. 11/04/2010 12/17/2010 Many
Resident Rights Deficiencies Provide care for residents in a way that keeps or builds each resident's dignity and respect of individuality. 11/04/2010 12/17/2010 Few
Resident Rights Deficiencies Provide care for residents in a way that keeps or builds each resident's dignity and respect of individuality. 11/04/2010 12/17/2010 Few
 Total Deficiency: 8

Fire Safety Inspection
Below is a list of the fire safety requirements that the nursing home failed to meet.



Date of last standard fire safety inspection : 9/16/2011
Dates of Complaint Investigations: 01/01/2011 - 03/31/2012
Automatic Sprinkler Systems in all requried areasOne way to make nursing homes safe is to install a water sprinkler system in case of fire. These systems are called "automatic sprinkler systems."
Currently, newly constructed and recently remodeled nursing homes must have water sprinkler systems to put out fires. Federal Rules require that by 2013, all nursing homes must be fully sprinklered. "Fully sprinklered" means sprinklers are installed throughout the nursing home.
Since March 2005, Federal rules also have required that nursing homes install battery-operated smoke alarms in all patient rooms and public areas. Local building codes may also require some nursing homes to have an automatic sprinkler system.
Note: While comparing nursing homes, itís important for you to ask the nursing home about its sprinkler system.
: Fully Sprinklered


Level of harm (Lower is better):
1 = Potential for minimal harm
2 = Minimal harm or potential for actual harm
3 = Actual harm
4 = Immediate jeopardy to resident health or safety
Resident Affected Scope:
Few = Isolated
Some = Pattern
Many = Widespread


Inspection Category Inspectors Determined that building did not have: Inspection DateThe date the deficiency was found. Correction DateDate that the inspectors found that the deficiency was corrected Level of Harm
(Lower is better)
Level of harm is the assessment of the effect the deficiency has on residents.
Residents AffectedNumber of residents potentially or actually affected by the deficiency
Fire Alarm Systems Deficiencies an approved installation, maintenance and testing program for fire alarm systems. 11/09/2010 12/14/2010 Few
Smoking Regulations Deficiencies posted "No-smoking" signs in areas where smoking is not permitted or did not provide ashtrays where smoking was allowed. 11/09/2010 12/14/2010 Few
Vertical Openings Deficiencies proper stairway enclosures and vertical shafts. 11/09/2010 12/14/2010 Few
 Total Deficiency: 3




Updated on: 01/17/2013

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

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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


Total Number of ResidentsThis is the number of residents in the nursing home during the 2- week period prior to the inspection. This number is used in the staffing calculations. This number only captures a specific point in time.104
Total Number of Licensed Nurse staff Hours per Resident per DayThis is the average total number of hours worked by licensed staff (RNs, LPNs/LVNs) each day at the nursing home per resident. This is computed by adding the average number of RN and LPN/LVN 1 hour 39 minutes
   · RN Hours per Resident per DayThis was calculated in two steps: (1) the average total number of hours worked by RNs each day during the 2 week period before the inspection were computed, and (2) this average total number of hours worked was divided by the number of residents.40 minutes
   · LPN/LVN Hours per Resident per DayThis was calculated in two steps: (1) the average total number of hours worked by LPN/LVNs each day during the 2 week period prior to the inspection was computed, and (2) this average total number of hours was divided by the number of residents.59 minutes
CNA Hours per Resident per DayThis was calculated in two steps: (1) the average total number of hours worked by CNAs each day during the 2 week period before the inspection was computed, and (2) the average total number of hours was divided by the number of residents. 1 hour 52 minutes



Updated on: 01/17/2013

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

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Print Quality Information

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


 · Piney Forest Health & Rehabilitation Center's Short-Stay Residents


Quality MeasurePercentage (higher are better)
Percent of short-stay residents who were assessed and given pneumococcal vaccination 83%
  
Percent of short-stay residents given influenza vaccination during the flu season 77%
  


Quality MeasurePercentage (lower are better)
Percent of short-stay residents who had moderate to severe pain 7%
  
Percent of short-stay residents who have pressure sores 26%
  
Percent of short-stay residents who have delirium 0%
 



 · Piney Forest Health & Rehabilitation Center's Long-Stay Residents


Quality MeasurePercentage ( higher are better )
Percent of long-stay residents who were assessed and given pneumococcal vaccination 90+%
  
Percent of long-stay residents given influenza vaccination during the flu season 90+%
  


Quality MeasurePercentage ( lower are better )
Percent of high-risk long-stay residents who have pressure sores 14%
  
Percent of long-stay residents who have moderate to severe pain 2%
  
Percent of long-stay residents whose need for help with daily activities has increased 10%
  
Percent of long-stay residents who lose too much weight 12%
  
Percent of long-stay residents who spend most of their time in bed or in a chair 8%
  
Percent of low-risk long-stay residents who lose control of their bowels or bladder 70%
  
Percent of long-stay residents whose ability to move about in and around their room got worse 10%
  
Percent of long-stay residents who have/had a catheter inserted and left in their bladder 6%
  
Percent of long-stay residents who are more depressed or anxious 17%
  
Percent of long-stay residents who were physically restrained 0%
 
Percent of low-risk long-stay residents who have pressure sores 18%
  
Percent of long-stay residents who had a urinary tract infection 10%
  



Updated on: 01/17/2013

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

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