Mt. Ascutney Hospital and Health Center

Mt. Ascutney Hospital and Health Center, located at 289 County Road in Windsor, VT, is a full-service critical access community hospital dedicated to improving the lives of those we serve. As a member of Dartmouth Health, we offer advanced primary and specialty care, including a leading inpatient rehabilitation center, high-tech diagnostics, and state-of-the-art surgical services. We are committed to providing high-quality health, medical, and wellness services to the communities of Windsor, Woodstock, and surrounding areas in Vermont and New Hampshire. With a focus on sustainability and innovation, we strive to create a healthy environment for our patients, visitors, and staff, while being recognized for our quality and integration of technology to enhance clinical performance.

Identifiers

Hospital Name Mt. Ascutney Hospital and Health Center
Facility ID 471302

Location

Address 289 COUNTY ROAD
City/Town Windsor
State VT
ZIP Code 5089
County/Parish WINDSOR

Health System

Health System Dartmouth Health
Health System Website Domain dartmouth-health.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 8
Health System Total Beds 966
Health System Hospital Locations New Hampshire and Vermont

Ownership & Characteristics

Hospital Type Critical Access Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Dartmouth Health
Emergency Services Yes

Matthew Foster

Chief Executive Officer

Matthew R. Foster, MD, MMM, has been appointed CEO and president of Dartmouth Health members Mt. Ascutney Hospital and Health Center (MAHHC) and Valley Regional Hospital (VRH). [2] Before his role at Johnson Health Center, Foster served as senior vice president and chief physician executive at Centra Health, an independent health system with over 550 hospital beds. [2] At Centra Health, he managed clinical integration and service line development for the system's four hospitals, long-term acute care hospital, regional standalone emergency department, regional cancer center, Centra College of Nursing, and Piedmont Community Health Plan. [2] In this new combined role, Foster will provide leadership across a range of diverse organizational operations and strategic initiatives, including promoting patient service and safety, regulatory and legal compliance, financial management, and employee, patient and community relations across MAHHC and VRH. [2] From 2002 through 2021, Foster served as a pathologist, full partner and owner at Pathology Consultants of Central Virginia. [2] In 2005, he took on a variety of administrative roles at Centra Health, including serving as associate medical director, and later cancer medical director, at the Alan B. Pearson Regional Cancer Center. [2] Foster was recently elected to the Board of Governors of the College of American Pathologists. [2] Foster received his medical degree from the University of North Carolina at Chapel Hill, followed by a residency in anatomic and clinical pathology and surgical pathology fellowship, both at Vanderbilt University. [2] He also completed a cytopathology fellowship at the Medical College of Virginia, later obtaining his master of medical management from Carnegie Mellon University. [2]

Brent White, MD

Chief Medical Officer

NA

Celeste Pitts

Interim Chief Finance Officer

NA

Hannah Bianchi

Chief Operating Officer

Hannah Bianchi has been named as the new Chief Operating Officer (COO) of the Hospital. [14] Bianchi had served as MAHHC's Director of Provider Practices since 2017. [14] She began at MAHHC as Specialties Practice Manager, then moved into the role of Primary Care Practice Manager before being promoted to Director of Provider Practices in 2017. [14] Over the course of the COVID-19 pandemic, Bianchi took on significant operational leadership in multiple areas of the Hospital and directed much of the response to the crisis. [14]

Victoria "Torie" Mesropian

Senior Human Resources Director

NA

Belinda Needham-Shropshire

Senior Director of Rehabilitation Services

NA

Amy Visser-Lynch, MSN-ED, RN, CENP

Chief Nursing Officer

NA

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 35

Staffing & Personnel

FTE Employees on Payroll 313.18
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 3847
Inpatient Days (Title XIX) 103
Total Inpatient Days 6871
Bed Count 25
Available Bed Days 9125
Discharges (Title V) NA
Discharges (Title XVIII) 183
Discharges (Title XIX) 38
Total Discharges 306

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 810
Inpatient Days (Title XIX; Adults & Peds) 103
Total Inpatient Days (Adults & Peds) 1394
Bed Count (Adults & Peds) 25
Available Bed Days (Adults & Peds) 9125
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 183
Discharges (Title XIX; Adults & Peds) 38
Total Discharges (Adults & Peds) 306

Quality Summary

Care Quality Stengths Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients were very positive about the cleanliness of the hospital. The hospital is average in every measured mortality rate
Care Quality Concerns

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 81%

Mortality Group Indicators

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 No Different Than National Average
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) Not Available

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -18.6
Readmission Score Hospital Return Days for Pneumonia Patients 24.8
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 19.1
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.2
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
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 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 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 No Different Than the National Rate
Readmission Group Rate of Readmission After Hip/Knee Replacement Not Available
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

Infection SIRs

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 Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $194
Bad Debt Expense $2,632
Uncompensated Care Cost $1,418
Total Uncompensated Care $2,886

Operating Expenses ($ thousands)

Total Salaries $29,159
Overhead Expenses (Non-Salary) $35,806
Depreciation Expense $2,167
Total Operating Costs $50,599

Charges ($ thousands)

Inpatient Charges $31,408
Outpatient Charges $74,911
Total Patient Charges $106,319

Wage-Related Details ($ thousands)

Core Wage Costs
Wage Costs (RHC/FQHC)
Adjusted Salaries
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $4,823
Short-Term Investments $5,839
Notes Receivable
Accounts Receivable $5,140
Allowance for Doubtful Accounts
Inventory $450
Prepaid Expenses $595
Other Current Assets
Total Current Assets $17,604

Balance Sheet – Fixed Assets ($ thousands)

Land Value $75
Land Improvements Value $1,684
Building Value $14,886
Leasehold Improvements $11,133
Fixed Equipment Value
Major Movable Equipment $18,178
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $16,768

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $32,924
Other Assets $8,199
Total Other Assets $41,123
Total Assets $75,495

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,329
Salaries & Wages Payable $3,347
Payroll Taxes Payable $1,763
Short-Term Debt
Deferred Revenue
Other Current Liabilities $5,240
Total Current Liabilities $13,714

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $17,461
Unsecured Loans
Other Long-Term Liabilities $5,434
Total Long-Term Liabilities $22,895
Total Liabilities $36,609

Balance Sheet – Equity ($ thousands)

General Fund Balance $38,887
Total Fund Balances $38,887
Total Liabilities & Equity $75,495

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $32,701
Outpatient Revenue $93,064
Total Patient Revenue $125,764
Contractual Allowances & Discounts $65,931
Net Patient Revenue $59,834
Total Operating Expenses $64,965
Net Service Income $-5,131
Other Income $6,305
Total Income $1,174
Other Expenses
Net Income $1,174

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $4,898
Medicaid Charges $16,035
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No