ThedaCare Regional Medical Center-Neenah, located in the heart of the Fox River Valley, is a 150-bed hospital dedicated to providing exceptional care with a personal touch. As a Level II Trauma Center and certified Comprehensive Stroke Center, we offer advanced services, including 24/7 emergency care and the region's only obstetrical emergency department. Our commitment to innovation is reflected in our modernized facilities, featuring advanced robotic surgical equipment and specialized centers for women's health, cardiac care, and rehabilitation. With ThedaStar, our helicopter-based response service, we ensure rapid transport and care for critical patients across Northeast Wisconsin. Partnering with Children's Hospital of Wisconsin-Fox Valley, we provide comprehensive care for the whole family.
| Hospital Name | ThedaCare Regional Medical Center-Neenah |
|---|---|
| Facility ID | 520045 |
| Address | 130 2ND ST |
|---|---|
| City/Town | Neenah |
| State | WI |
| ZIP Code | 54956 |
| County/Parish | WINNEBAGO |
| Health System | ThedaCare |
|---|---|
| Health System Website Domain | thedacare.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 7 |
|---|---|
| Health System Total Beds | 457 |
| Health System Hospital Locations | Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | ThedaCare |
| Emergency Services | Yes |
Lynn Detterman, CPA, MBA, serves as Senior Vice President of the ThedaCare South Region. In her role, she provides executive leadership for ThedaCare with specific responsibility for ThedaCare Regional Medical Center-Neenah. She's served in her role since 2020. As a senior vice president, Detterman is the key steward of operations, financial and physical assets for the hospitals she oversees. She also serves as a strategic partner in setting the vision and direction for hospital and the region. Detterman's responsibilities include driving efficiencies and optimizing operations of ThedaCare Regional Medical Center-Neenah. In addition, she works with ThedaCare, affiliated physicians, clinically integrated network/accountable care organizations leaders, and other hospital vice presidents to meet the needs of the communities. One of Detterman's most recent accomplishments was leading the completion of the $100 million 'Inspired Past; Healthier Future' Modernization at ThedaCare Regional Medical Center-Neenah. With her leadership, patient care at ThedaCare Regional Medical Center-Neenah continued seamlessly during the recent modernization; achieved top-decile, high-quality performance by Vizient; attained a 5-star CMS rating; and created an obstetrical emergency department and hospitalist program to provide comprehensive, safe care for expectant mothers and babies in northeast and central Wisconsin, among many other accomplishments. Prior to coming to ThedaCare, Detterman held various leadership roles with Mercy Health of Ohio. An Ohio native, Lynn now lives in Neenah with her husband and three children.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 182 |
|---|
| FTE Employees on Payroll | 741.4 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4948 |
| Inpatient Days (Title XIX) | 2296 |
| Total Inpatient Days | 32339 |
| Bed Count | 139 |
| Available Bed Days | 50735 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1046 |
| Discharges (Title XIX) | 414 |
| Total Discharges | 8509 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 4374 |
| Inpatient Days (Title XIX; Adults & Peds) | 1927 |
| Total Inpatient Days (Adults & Peds) | 27137 |
| Bed Count (Adults & Peds) | 125 |
| Available Bed Days (Adults & Peds) | 45625 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1046 |
| Discharges (Title XIX; Adults & Peds) | 414 |
| Total Discharges (Adults & Peds) | 8509 |
| Care Quality Stengths | High 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 an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| 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 | 73% |
|---|
| 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 | |
| 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 | No Different Than National Average |
| 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) | 152 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -24.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -17.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.5 |
| 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) | 13.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.2 |
| 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) | 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 | 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 | 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 | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.000 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.519 |
| SSI SIR (Standardized Infection Ratio) | 0.236 |
| CDI SIR (Standardized Infection Ratio) | 0.629 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $5,837 |
|---|---|
| Bad Debt Expense | $7,844 |
| Uncompensated Care Cost | $8,564 |
| Total Uncompensated Care | $20,574 |
| Total Salaries | $57,333 |
|---|---|
| Overhead Expenses (Non-Salary) | $177,316 |
| Depreciation Expense | $12,266 |
| Total Operating Costs | $215,909 |
| Inpatient Charges | $257,519 |
|---|---|
| Outpatient Charges | $363,939 |
| Total Patient Charges | $621,458 |
| Core Wage Costs | $14,390 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $57,333 |
| Contract Labor (Patient Care) | $1,734 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $372,654 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $32,743 |
| Allowance for Doubtful Accounts | |
| Inventory | $4,173 |
| Prepaid Expenses | $309 |
| Other Current Assets | |
| Total Current Assets | $565,784 |
| Land Value | $7,306 |
|---|---|
| Land Improvements Value | |
| Building Value | $108,267 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $66,166 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $96,760 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $662,544 |
| Accounts Payable | $10,001 |
|---|---|
| Salaries & Wages Payable | $-835 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $75 |
| Total Current Liabilities | $9,241 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-492 |
| Total Long-Term Liabilities | $-492 |
| Total Liabilities | $8,749 |
| General Fund Balance | $653,795 |
|---|---|
| Total Fund Balances | $653,795 |
| Total Liabilities & Equity | $662,544 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $9,511 |
| DRG (Post-Oct 1) | $894 |
| Outlier Payments | |
| DSH Adjustment | $219 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $20,081 |
| Total IME Payments |
| Inpatient Revenue | $257,519 |
|---|---|
| Outpatient Revenue | $364,749 |
| Total Patient Revenue | $622,268 |
| Contractual Allowances & Discounts | $374,930 |
| Net Patient Revenue | $247,338 |
| Total Operating Expenses | $234,650 |
| Net Service Income | $12,688 |
| Other Income | $20,094 |
| Total Income | $32,782 |
| Other Expenses | |
| Net Income | $32,782 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $15,538 |
| Medicaid Charges | $83,241 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |