Western Wisconsin Health, located in Baldwin, WI, is a community-owned healthcare facility dedicated to providing comprehensive and compassionate care. Nestled in a serene environment, the state-of-the-art, LEED-certified facility offers a wide range of services, including emergency, surgical, rehabilitation, and women's health, all delivered with a focus on patient well-being. Committed to building a healthier tomorrow, Western Wisconsin Health also provides preventive care, wellness initiatives, and integrative health services. The hospital strives to be a community hub, promoting healthy living through various resources and services.
| Hospital Name | Western Wisconsin Health |
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| Facility ID | 521347 |
| Address | 1100 BERGSLIEN ST |
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| City/Town | Baldwin |
| State | WI |
| ZIP Code | 54002 |
| County/Parish | ST. CROIX |
| Health System | Independent |
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| Health System Website Domain | wwhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
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| Health System Total Beds | 25 |
| Health System Hospital Locations | Wisconsin |
| Hospital Type | Critical Access Hospitals |
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| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Baldwin Area Medical Center, Inc. |
| Emergency Services | Yes |
Eilidh Pederson was selected as the Chief Executive Officer by the Governing Board of Directors. She previously served as the Chief Operating Officer of Brattleboro Memorial Hospital (BMH) in Vermont and was the Director of Clinic Operations for Bell Hospital in Ishpeming, Michigan. Pederson holds a Bachelor of Science from Augsburg University and a Master of Public Health from the University of Minnesota. She began her tenure with Western Wisconsin Health in January 2022. [8]
Ellen Thompson was promoted to Chief Operating Officer. She has been a key member of the WWH leadership team since December 2021, serving as Director of Risk, Compliance, and Quality. Her career prior to WWH includes serving as Nursing Home Administrator at Heritage of Elmwood Nursing Home. [10]
Christine Rasmussen joined the Board of Directors in February 2024. She is an attorney and co-founded Valley Crossing Law in Baldwin, Wisconsin, focusing on non-court legal needs for individuals, businesses, and farms. She earned her bachelor's degree from the University of Wisconsin-Madison and her Juris Doctor from the University of Wisconsin Law School. She has been practicing law for 17 years and has served on the boards of the St. Croix Valley Bar Association, the Baldwin-Woodville Chamber of Commerce, and the State Bar of Wisconsin-Solo Small Firm & General Practice Division. [6]
| 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 | 220.37 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1467 |
| Inpatient Days (Title XIX) | 78 |
| Total Inpatient Days | 2938 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 249 |
| Discharges (Title XIX) | 20 |
| Total Discharges | 663 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1125 |
| Inpatient Days (Title XIX; Adults & Peds) | 63 |
| Total Inpatient Days (Adults & Peds) | 2248 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 249 |
| Discharges (Title XIX; Adults & Peds) | 20 |
| Total Discharges (Adults & Peds) | 663 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. |
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| Care Quality Concerns |
| Nurse Communication – Star Rating | |
|---|---|
| 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 | 84% |
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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 | |
| 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) | 110 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -33.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| 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 | 19.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Number of Cases Too Small |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Number of cases too small |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| 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 | No Different Than the National Rate |
| 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 | Number of Cases Too Small |
| 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 | $731 |
|---|---|
| Bad Debt Expense | $1,487 |
| Uncompensated Care Cost | $1,561 |
| Total Uncompensated Care | $4,167 |
| Total Salaries | $28,568 |
|---|---|
| Overhead Expenses (Non-Salary) | $35,223 |
| Depreciation Expense | $2,736 |
| Total Operating Costs | $58,632 |
| Inpatient Charges | $12,482 |
|---|---|
| Outpatient Charges | $77,641 |
| Total Patient Charges | $90,123 |
| 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 | $12,149 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $15,729 |
| Allowance for Doubtful Accounts | $-7,624 |
| Inventory | $1,713 |
| Prepaid Expenses | $558 |
| Other Current Assets | $4,369 |
| Total Current Assets | $27,142 |
| Land Value | $2,637 |
|---|---|
| Land Improvements Value | |
| Building Value | $39,809 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $13,178 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $33,740 |
| Long-Term Investments | $9,543 |
|---|---|
| Other Assets | $2,377 |
| Total Other Assets | $11,920 |
| Total Assets | $72,802 |
| Accounts Payable | $2,003 |
|---|---|
| Salaries & Wages Payable | $1,888 |
| Payroll Taxes Payable | $1,059 |
| Short-Term Debt | $1,228 |
| Deferred Revenue | $833 |
| Other Current Liabilities | $739 |
| Total Current Liabilities | $7,751 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $29,767 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $29,767 |
| Total Liabilities | $37,519 |
| General Fund Balance | $35,284 |
|---|---|
| Total Fund Balances | $35,284 |
| Total Liabilities & Equity | $72,802 |
| 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 | $13,173 |
|---|---|
| Outpatient Revenue | $83,915 |
| Total Patient Revenue | $97,088 |
| Contractual Allowances & Discounts | $34,000 |
| Net Patient Revenue | $63,088 |
| Total Operating Expenses | $63,791 |
| Net Service Income | $-702 |
| Other Income | $5,159 |
| Total Income | $4,457 |
| Other Expenses | $1,482 |
| Net Income | $2,975 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,460 |
| Medicaid Charges | $12,400 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Unknown |
|---|---|
| EHR Version | NA |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |