Weeks Medical Center, located at 173 Middle Street in Lancaster, NH, is your community hospital, providing high-quality, compassionate care. As a 25-bed critical access hospital, we offer a wide range of services, including 24/7 emergency care, medical and surgical services, intensive care, and various outpatient specialties such as cardiac and physical rehabilitation, as well as a fully staffed oncology department. Our dedicated team utilizes state-of-the-art technology while maintaining a personalized approach to ensure the well-being of our patients, families, and communities. We are committed to providing efficient and timely access to healthcare, promoting health through education, prevention, and strong community partnerships.
| Hospital Name | Weeks Medical Center |
|---|---|
| Facility ID | 301303 |
| Address | 173 MIDDLE STREET |
|---|---|
| City/Town | Lancaster |
| State | NH |
| ZIP Code | 3584 |
| County/Parish | COOS |
| Health System | North Country Healthcare |
|---|---|
| Health System Website Domain | northcountryhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 66 |
| Health System Hospital Locations | New Hampshire |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | North Country Healthcare |
| Emergency Services | Yes |
Matthew Streeter, MBA, FACHE, FHFMA. Interim President, Weeks Medical Center and Chief Financial Officer, North Country Healthcare.
Dr. Morgan joined the WMC Medical Staff in 2005 as the Medical Director of Anesthesiology. He has been a member of the Medical Executive team at Weeks since 2011. Dr. Morgan served as Chief of Surgery for nine years and President of the Medical Staff for four years. In 2020, Dr. Morgan assumed the position of Chief Medical Officer and joined the senior leadership team at Weeks. In 2025, he became the Chief Medical Officer for North Country Healthcare. Dr. Morgan holds a BA in Chemistry from Columbia University in New York City and an MD from Tufts University School of Medicine in Boston.
As the newest member of Weeks Medical Center's executive team, Karen brings many years of relevant healthcare management experience. Most recently, she held the position of Administrative Director over primary care, specialty care, radiology, laboratory, rehab therapies, environmental services, facilities management, and community relations at another New Hampshire Critical Access Hospital; this experience has given her a solid foundation in organizational operations. In 2020, Karen won NH Business Review's Business Excellence Award in Healthcare.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
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| FTE Employees on Payroll | 249.94 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1912 |
| Inpatient Days (Title XIX) | 260 |
| Total Inpatient Days | 3403 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 248 |
| Discharges (Title XIX) | 56 |
| Total Discharges | 542 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1069 |
| Inpatient Days (Title XIX; Adults & Peds) | 235 |
| Total Inpatient Days (Adults & Peds) | 1895 |
| Bed Count (Adults & Peds) | 22 |
| Available Bed Days (Adults & Peds) | 8030 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 248 |
| Discharges (Title XIX; Adults & Peds) | 56 |
| Total Discharges (Adults & Peds) | 542 |
| Care Quality Stengths | 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 | NA |
| 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 | 72% |
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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 | |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 113 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | -17.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| 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 | Number of Cases Too Small |
| 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) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $732 |
|---|---|
| Bad Debt Expense | $1,980 |
| Uncompensated Care Cost | $1,996 |
| Total Uncompensated Care | $3,168 |
| Total Salaries | $28,992 |
|---|---|
| Overhead Expenses (Non-Salary) | $44,028 |
| Depreciation Expense | $3,831 |
| Total Operating Costs | $65,939 |
| Inpatient Charges | $12,461 |
|---|---|
| Outpatient Charges | $90,841 |
| Total Patient Charges | $103,302 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $4,735 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,093 |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | $2,888 |
| Other Current Assets | |
| Total Current Assets | $16,868 |
| Land Value | $533 |
|---|---|
| Land Improvements Value | $1,822 |
| Building Value | $14,791 |
| Leasehold Improvements | |
| Fixed Equipment Value | $15,149 |
| Major Movable Equipment | $32,163 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $23,529 |
| Long-Term Investments | $26,372 |
|---|---|
| Other Assets | |
| Total Other Assets | $35,907 |
| Total Assets | $76,304 |
| Accounts Payable | $1,769 |
|---|---|
| Salaries & Wages Payable | $2,245 |
| Payroll Taxes Payable | |
| Short-Term Debt | $707 |
| Deferred Revenue | $143 |
| Other Current Liabilities | $4,581 |
| Total Current Liabilities | $10,097 |
| Mortgage Debt | $8,030 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $7,902 |
| Total Long-Term Liabilities | $15,932 |
| Total Liabilities | $26,029 |
| General Fund Balance | $50,276 |
|---|---|
| Total Fund Balances | $50,276 |
| Total Liabilities & Equity | $76,304 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $13,533 |
|---|---|
| Outpatient Revenue | $95,542 |
| Total Patient Revenue | $109,074 |
| Contractual Allowances & Discounts | $41,690 |
| Net Patient Revenue | $67,384 |
| Total Operating Expenses | $73,020 |
| Net Service Income | $-5,635 |
| Other Income | $4,619 |
| Total Income | $-1,016 |
| Other Expenses | $219 |
| Net Income | $-1,236 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $7,997 |
| Medicaid Charges | $14,364 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |