UH Samaritan Medical Center

UH Samaritan Medical Center, located at 1025 Center St in Ashland, OH, is a 55-bed, full-service community hospital dedicated to providing high-quality healthcare to Ashland, Mansfield, Loudonville, and surrounding communities. As part of University Hospitals, we offer comprehensive medical and surgical services for children and adults, supported by a medical staff of over 250 highly trained providers across more than 30 specialties. Our state-of-the-art facility features a 24/7 emergency department, an accredited Chest Pain Center, and a convenient Cancer Infusion Center. UH Samaritan Medical Center has been recognized for Patient Safety Excellence and Outstanding Patient Experience, reflecting our commitment to exceptional care.

Identifiers

Hospital Name UH Samaritan Medical Center
Facility ID 360002

Location

Address 1025 CENTER ST
City/Town Ashland
State OH
ZIP Code 44805
County/Parish ASHLAND

Health System

Health System University Hospitals
Health System Website Domain uhhospitals.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 13
Health System Total Beds 3443
Health System Hospital Locations Ohio

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details University Hospitals
Emergency Services No

William Benoit

Chief Operating Officer, UH South Market

MOT, MBA, FACHE

Benjamin Prestegaard

Chief Medical Officer, UH South Market

DO

Julia Skarbinski

Chief Nursing Officer, UH South Market

MBA, BSN, RN

Sylvia Radziszewski

Chief Operating Officer, UH Samaritan Medical Center

RRT, MBA. Succeeded Todd Harford. Previously served as Regional Vice President of Ohio for Chenmed – Dedicated Senior Medical Centers. Before that, held roles as COO of Orthopedic One, Vice President of the Oncology Institute at Summa Health System, and Executive Director at Mercy Cancer Center. Registered Respiratory Therapist and holds a Master of Business Administration from Kent State University. Committed to civic engagement and staying aware of advancements in her field, serving as a Respiratory Care Advisory Board Chair at Bowling Green State University.

Gay Wehrili

Chief Medical Officer, UH Samaritan Medical Center

CMO, MD, MBA, MSEd.

Lisa Bushong

Chief Nursing Officer, UH Samaritan

CNO, RN, MSN.

Bryan Finger

Director, Clinical Operations, UH Samaritan

MHA, PT, DCO.

Ronald Manchester

Director, Support Services, UH Samaritan

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 123

Staffing & Personnel

FTE Employees on Payroll 390.98
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2760
Inpatient Days (Title XIX) 473
Total Inpatient Days 8290
Bed Count 39
Available Bed Days 14235
Discharges (Title V) NA
Discharges (Title XVIII) 735
Discharges (Title XIX) 71
Total Discharges 2238

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2043
Inpatient Days (Title XIX; Adults & Peds) 127
Total Inpatient Days (Adults & Peds) 5804
Bed Count (Adults & Peds) 31
Available Bed Days (Adults & Peds) 11315
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 735
Discharges (Title XIX; Adults & Peds) 71
Total Discharges (Adults & Peds) 2238

Quality Summary

Care Quality Stengths High overall patient satisfaction. 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 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 pneumonia so that patients don't have to come back to the hospital.
Care Quality Concerns Hospital has had some challengs with infection rates being high.

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 63%

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 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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 153

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 8.4
Readmission Score Hospital Return Days for Pneumonia Patients -22.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 11.2
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.8
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.8
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 19.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.3
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.7
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 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 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 No Different than expected
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.000
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,201
Bad Debt Expense $1,697
Uncompensated Care Cost $3,803
Total Uncompensated Care $7,832

Operating Expenses ($ thousands)

Total Salaries $26,483
Overhead Expenses (Non-Salary) $65,549
Depreciation Expense $8,358
Total Operating Costs $81,946

Charges ($ thousands)

Inpatient Charges $50,891
Outpatient Charges $179,410
Total Patient Charges $230,301

Wage-Related Details ($ thousands)

Core Wage Costs $7,616
Wage Costs (RHC/FQHC)
Adjusted Salaries $26,483
Contract Labor (Patient Care) $315
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $1
Short-Term Investments
Notes Receivable
Accounts Receivable $28,503
Allowance for Doubtful Accounts $-18,205
Inventory $2,808
Prepaid Expenses $205
Other Current Assets $5
Total Current Assets $13,769

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,498
Land Improvements Value $2,194
Building Value $34,313
Leasehold Improvements $118
Fixed Equipment Value $112
Major Movable Equipment $19,727
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $33,783

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $54,931
Other Assets $5,873
Total Other Assets $60,804
Total Assets $108,355

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $942
Salaries & Wages Payable $1,466
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $361
Total Current Liabilities $2,730

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities
Total Liabilities $2,730

Balance Sheet – Equity ($ thousands)

General Fund Balance $105,626
Total Fund Balances $105,626
Total Liabilities & Equity $108,355

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,108
DRG (Post-Oct 1) $1,639
Outlier Payments
DSH Adjustment $58
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $50,891
Outpatient Revenue $179,475
Total Patient Revenue $230,366
Contractual Allowances & Discounts $141,426
Net Patient Revenue $88,940
Total Operating Expenses $92,032
Net Service Income $-3,093
Other Income $6,394
Total Income $3,302
Other Expenses $1
Net Income $3,300

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $7,681
Medicaid Charges $32,909
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No