Discover exceptional care at St. Anthony North Hospital, conveniently located at 14300 Orchard Parkway in Westminster, CO. Built on a foundation of wellness and person-centered care, we offer comprehensive inpatient and outpatient services all in one location. Our state-of-the-art facility includes integrated physician clinics, a birthing center with private suites, a Level III Trauma Center with 24/7 emergency services, and advanced diagnostics. As part of CommonSpirit Health, we are dedicated to providing compassionate, high-quality medical care to the communities of Westminster, Erie, Brighton, and beyond, ensuring a healthier future for you and your family. St. Anthony North Hospital has also been recognized for nursing excellence by achieving the American Nurses Credentialing Center's Magnet Recognition.
| Hospital Name | St. Anthony North Hospital |
|---|---|
| Facility ID | 060104 |
| Address | 14300 ORCHARD PKWY |
|---|---|
| City/Town | Westminster |
| State | CO |
| ZIP Code | 80023 |
| County/Parish | BROOMFIELD |
| Health System | CommonSpirit Health |
|---|---|
| Health System Website Domain | commonspirit.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 106 |
|---|---|
| Health System Total Beds | 17364 |
| Health System Hospital Locations | Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
Constance Schmidt, DNP, MHA, RN, FACHE, serves as the Chief Executive Officer (CEO) for St. Anthony North Hospital, overseeing all strategic initiatives, operations, and day-to-day planning for the hospital and health campus. [2] As the leading member of the St. Anthony North Hospital executive team, she is instrumental in developing the future strategic and operational planning for both the health campus and ambulatory market area supporting the CommonSpirit network. [2] With more than ten years of healthcare leadership experience. [2] Constance received her Bachelor of Science in Nursing from the University of Northern Colorado, Master of Healthcare Administration from Bellevue University in Bellevue, NE., and her Doctor of Nursing Practice — Executive Leadership from American Sentinel University in Aurora. [2] Additionally, she is a board certified member of the American College of Healthcare Executives. [2]
Carol Travis, CPA, currently serves as the Chief Financial Officer for St. Anthony North and Longmont United hospitals. [2] Carol’s professional journey began in public accounting with Ernst & Young, where she honed her skills in audit before transitioning to healthcare finance. [2] She first joined CommonSpirit Health in 2003 and for over 20 years, has faithfully served our ministry and patients. [2] She started as a senior accountant and rapidly progressed to take on critical roles including VP Finance at our corporate office and Chief Financial Officer for St. Anthony North. [2]
Jessie Thurber-Dean, BSN, RN, serves as Chief Nursing Officer for St. Anthony North Hospital. [2] She is responsible for overseeing the daily clinical operations of St. Anthony North Hospital and provides daily nursing leadership to ensure smooth operations and nursing practices across the organization. [2] Jessie joined CommonSpirit Health in 2018 as St. Anthony North Hospital's Director of Acute Care Services. [2] Before joining CommonSpirit Health, Jessie served in different nursing roles ranging from a bedside nurse to a nursing leader. [2]
Christopher Johnston, MD, FACEP, is the Chief Medical Officer at St. Anthony North Hospital, where he oversees clinical operations and serves as liaison between administration and medical providers while ensuring our patients receive the highest quality of medical care. [2] “I am on a mission to elevate patient care and those who provide it,” Dr. Johnston said. [2] “Everyone at St. Anthony North Hospital plays an integral part in taking great care of patients. Supporting those at the bedside is my top priority.” [2] Prior to becoming Chief Medical Officer, Dr. Johnston served as the Emergency Department Medical Director at St. Anthony North Hospital's 144th and 84th campuses. [2] A graduate of St. Louis University and the Denver Health Emergency Medicine Residency Program, Dr. Johnston has more than a decade of award-winning physician experience at CommonSpirit Health and hospitals across the Denver metro area. [2]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 121 |
|---|
| FTE Employees on Payroll | 870.22 |
|---|---|
| FTE Interns & Residents | 28.31 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4945 |
| Inpatient Days (Title XIX) | 7682 |
| Total Inpatient Days | 27639 |
| Bed Count | 118 |
| Available Bed Days | 43070 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1344 |
| Discharges (Title XIX) | 1936 |
| Total Discharges | 7634 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3918 |
| Inpatient Days (Title XIX; Adults & Peds) | 5469 |
| Total Inpatient Days (Adults & Peds) | 21638 |
| Bed Count (Adults & Peds) | 93 |
| Available Bed Days (Adults & Peds) | 33945 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1344 |
| Discharges (Title XIX; Adults & Peds) | 1936 |
| Total Discharges (Adults & Peds) | 7634 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| 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 | 72% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 159 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 9.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -28.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -31 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| 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 | 0.6 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.4 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| 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 | Better than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| 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 | 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $10,371 |
|---|---|
| Bad Debt Expense | $5,977 |
| Uncompensated Care Cost | $11,228 |
| Total Uncompensated Care | $30,234 |
| Total Salaries | $95,416 |
|---|---|
| Overhead Expenses (Non-Salary) | $143,526 |
| Depreciation Expense | $21,395 |
| Total Operating Costs | $187,980 |
| Inpatient Charges | $554,081 |
|---|---|
| Outpatient Charges | $946,033 |
| Total Patient Charges | $1,500,114 |
| Core Wage Costs | $15,313 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $95,416 |
| Contract Labor (Patient Care) | $2,647 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $1,262 |
| Cash & Bank Balances | $3 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $126,613 |
| Allowance for Doubtful Accounts | $-84,258 |
| Inventory | $7,974 |
| Prepaid Expenses | $572 |
| Other Current Assets | |
| Total Current Assets | $121,260 |
| Land Value | $23,023 |
|---|---|
| Land Improvements Value | $5,760 |
| Building Value | $229,283 |
| Leasehold Improvements | $57,230 |
| Fixed Equipment Value | $1,492 |
| Major Movable Equipment | $94,014 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $212,018 |
| Long-Term Investments | |
|---|---|
| Other Assets | $5,842 |
| Total Other Assets | $5,842 |
| Total Assets | $339,120 |
| Accounts Payable | $14,075 |
|---|---|
| Salaries & Wages Payable | $3,755 |
| Payroll Taxes Payable | $123 |
| Short-Term Debt | $1,665 |
| Deferred Revenue | |
| Other Current Liabilities | $344 |
| Total Current Liabilities | $19,962 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $5,509 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $48 |
| Total Long-Term Liabilities | $5,557 |
| Total Liabilities | $25,519 |
| General Fund Balance | $313,600 |
|---|---|
| Total Fund Balances | $313,600 |
| Total Liabilities & Equity | $339,120 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,563 |
| DRG (Post-Oct 1) | $10,509 |
| Outlier Payments | |
| DSH Adjustment | $692 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $20,644 |
| Total IME Payments | $1,566 |
| Inpatient Revenue | $550,945 |
|---|---|
| Outpatient Revenue | $1,029,254 |
| Total Patient Revenue | $1,580,199 |
| Contractual Allowances & Discounts | $1,311,890 |
| Net Patient Revenue | $268,309 |
| Total Operating Expenses | $238,942 |
| Net Service Income | $29,367 |
| Other Income | $15,201 |
| Total Income | $44,568 |
| Other Expenses | $-72 |
| Net Income | $44,640 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $28,679 |
| Medicaid Charges | $378,996 |
| Net CHIP Revenue | $315 |
| CHIP Charges | $2,151 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |