Concord Hospital

Concord Hospital, located at 250 Pleasant St in Concord, NH, is a leading non-profit regional medical center and Level II Trauma Center dedicated to serving the health needs of the community. As the second-busiest acute-care hospital in New Hampshire, with the busiest emergency department, Concord Hospital offers a comprehensive range of primary, specialty, and hospital care. Affiliated with the Dartmouth Geisel School of Medicine, it is a teaching hospital recognized for innovation, quality, safety, and service, including the Payson Center for Cancer Care, an American College of Surgeons-verified comprehensive cancer program. With a mission to provide services based on medical necessity, Concord Hospital is committed to creating an optimal healing environment for patients and their families.

Identifiers

Hospital Name Concord Hospital
Facility ID 300001

Location

Address 250 PLEASANT ST
City/Town Concord
State NH
ZIP Code 3301
County/Parish MERRIMACK

Health System

Health System Concord Hospital Health System
Health System Website Domain concordhospital.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 3
Health System Total Beds 463
Health System Hospital Locations New Hampshire

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Capital Region Health Care
Emergency Services No

Robert P. Steigmeyer

President & Chief Executive Officer

President/CEO at Concord Hospital Inc Pension Plan and Trustee at Concord Hospital. Previously worked as President/CEO at Community Medical Center Healthcare System, Chief Executive Officer at Geisinger Community Medical Center, and Senior VP:Ops & Finance at Northwest Hospital & Medical Cntr.

Scott Sloane

Senior Vice President & Chief Financial Officer

Senior Vice President, Chief Financial Officer & Board Treasurer at Concord Hospital. Also listed as Treasurer (Not a Board Member) Concord Hospital Chief Financial Officer.

Mary Bakken

Chief Operating Officer

Jeremy Essman

Vice President, Operations

Christopher Fore, MD

Chief Quality Officer

Matthew Gibb, MD

Chief Clinical Officer

Chief Clinical Officer at Concord Hospital.

Kevin McCarthy

Chief Administrative Officer Concord Hospital - Laconia and Concord Hospital - Franklin

Veronica Rosa, EdD

Chief Advancement Officer

Bruce Carrier

Chief Human Resources Officer

Named Chief Human Resources Officer at Concord Hospital Health System in September 2024. Focuses on talent management, employee engagement, and workforce planning. Previously held HR leadership roles at University of Michigan Health-West and Metro Health – University of Michigan Health.

Residency Programs

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

Capacity & Services

Licensed Beds 295

Staffing & Personnel

FTE Employees on Payroll 2743.4
FTE Interns & Residents 28.19

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 20580
Inpatient Days (Title XIX) 943
Total Inpatient Days 60580
Bed Count 206
Available Bed Days 75190
Discharges (Title V) NA
Discharges (Title XVIII) 3638
Discharges (Title XIX) 114
Total Discharges 10189

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 18717
Inpatient Days (Title XIX; Adults & Peds) 690
Total Inpatient Days (Adults & Peds) 51139
Bed Count (Adults & Peds) 188
Available Bed Days (Adults & Peds) 68620
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3638
Discharges (Title XIX; Adults & Peds) 114
Total Discharges (Adults & Peds) 10189

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

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 71%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients No Different Than National Average
Mortality Group – Death Rate for COPD Patients No Different Than National Average
Mortality Group – Death Rate for Heart Failure Patients Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 240

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 8.6
Readmission Score Hospital Return Days for Heart Failure Patients 15
Readmission Score Hospital Return Days for Pneumonia Patients 7.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.6
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.4
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.2
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.1
Readmission Score Rate of Readmission for CABG 10.8
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 22.1
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.9
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
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 No Different Than the National Rate
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 No Different Than the National Rate
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) 0.595
CAUTI SIR (Standardized Infection Ratio) 0.515
SSI SIR (Standardized Infection Ratio) 0.452
CDI SIR (Standardized Infection Ratio) 0.731
MRSA SIR (Standardized Infection Ratio) 0.846

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,099
Bad Debt Expense $19,492
Uncompensated Care Cost $12,618
Total Uncompensated Care $22,945

Operating Expenses ($ thousands)

Total Salaries $271,273
Overhead Expenses (Non-Salary) $309,224
Depreciation Expense $23,734
Total Operating Costs $457,914

Charges ($ thousands)

Inpatient Charges $691,475
Outpatient Charges $960,767
Total Patient Charges $1,652,242

Wage-Related Details ($ thousands)

Core Wage Costs $42,088
Wage Costs (RHC/FQHC)
Adjusted Salaries $271,273
Contract Labor (Patient Care) $11,912
Wage Costs (Part A Teaching) $290
Wage Costs (Interns & Residents) $383

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $30,176
Short-Term Investments $15,322
Notes Receivable
Accounts Receivable $77,197
Allowance for Doubtful Accounts
Inventory $4,666
Prepaid Expenses $9,845
Other Current Assets
Total Current Assets $140,056

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $6,233
Building Value $211,256
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $245,038
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $165,609

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $436,245
Total Other Assets $436,245
Total Assets $741,910

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $42,520
Salaries & Wages Payable $47,831
Payroll Taxes Payable
Short-Term Debt $4,147
Deferred Revenue
Other Current Liabilities
Total Current Liabilities $152,518

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $152,609
Unsecured Loans
Other Long-Term Liabilities $25,046
Total Long-Term Liabilities $177,655
Total Liabilities $330,173

Balance Sheet – Equity ($ thousands)

General Fund Balance $411,737
Total Fund Balances $411,737
Total Liabilities & Equity $741,910

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $47,583
Outlier Payments
DSH Adjustment $799
Eligible DSH % $0
Simulated MC Payments $21,615
Total IME Payments $3,671

Revenue & Income Statement ($ thousands)

Inpatient Revenue $743,589
Outpatient Revenue $1,139,169
Total Patient Revenue $1,882,758
Contractual Allowances & Discounts $1,329,248
Net Patient Revenue $553,510
Total Operating Expenses $581,660
Net Service Income $-28,150
Other Income $48,672
Total Income $20,522
Other Expenses $45,881
Net Income $-25,359

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $24,672
Medicaid Charges $201,530
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version NA
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No