Cumberland Healthcare, located at 1705 16th Avenue in Cumberland, WI, is your trusted partner for comprehensive and customized health and wellness services. As an independent, non-profit, community-based Critical Access Hospital and Rural Health Clinic, we have been committed to serving northwest Wisconsin since 1956. Our state-of-the-art facility offers 25 acute care beds, a 24-hour emergency department, surgical services, rehabilitation, and a range of specialty care. We provide exceptional care by building trusting relationships and guiding our communities with outstanding health services.
| Hospital Name | Cumberland Medical Center |
|---|---|
| Facility ID | 521353 |
| Address | 1705 16TH AVE |
|---|---|
| City/Town | Cumberland |
| State | WI |
| ZIP Code | 54829 |
| County/Parish | BARRON |
| Health System | Independent |
|---|---|
| Health System Website Domain | cumberlandhealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Wisconsin |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Cumberland Medical Center |
| Emergency Services | Yes |
Emily Dilley is the Chief Executive Officer of Cumberland Healthcare. She is proud to reflect on the values that have been at the core of the organization. She believes quality care is a promise, not just a service, and means actively listening to patients, responding with compassion and expertise, fostering an environment where team members are empowered, and embracing innovation. She is confident patients can feel the difference that sets Cumberland Healthcare apart as a leader in rural healthcare.
Mike Gutsch served as Chief Executive Officer of Cumberland Healthcare. He participated in a Leadership Development Program site visit in 2018, engaging in a discussion on Rural Healthcare and sharing insights from his Leadership Journey. He also commented on the difficult decision to discontinue labor and delivery services in 2019 due to a focus on higher-demand services and difficulty attracting OB/GYN physicians.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 167.53 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1099 |
| Inpatient Days (Title XIX) | 27 |
| Total Inpatient Days | 1575 |
| Bed Count | 25 |
| Available Bed Days | 8344 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 147 |
| Discharges (Title XIX) | 9 |
| Total Discharges | 261 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 635 |
| Inpatient Days (Title XIX; Adults & Peds) | 27 |
| Total Inpatient Days (Adults & Peds) | 1059 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 8344 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 147 |
| Discharges (Title XIX; Adults & Peds) | 9 |
| Total Discharges (Adults & Peds) | 261 |
| Care Quality Stengths | 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. |
|---|---|
| Care Quality Concerns | NA |
| 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 | 86% |
|---|
| 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 | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 125 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| 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 | Not Available |
| 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 | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Number of Cases Too Small |
| 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 | Number of cases too small |
| 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 | Number of Cases Too Small |
| 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 | Number of Cases Too Small |
| 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 | $81 |
|---|---|
| Bad Debt Expense | $1,365 |
| Uncompensated Care Cost | $767 |
| Total Uncompensated Care | $767 |
| Total Salaries | $13,803 |
|---|---|
| Overhead Expenses (Non-Salary) | $20,182 |
| Depreciation Expense | $2,088 |
| Total Operating Costs | $28,995 |
| Inpatient Charges | $9,840 |
|---|---|
| Outpatient Charges | $44,159 |
| Total Patient Charges | $53,999 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $258 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $12,931 |
| Allowance for Doubtful Accounts | $-8,383 |
| Inventory | $858 |
| Prepaid Expenses | $98 |
| Other Current Assets | |
| Total Current Assets | $7,130 |
| Land Value | $940 |
|---|---|
| Land Improvements Value | $676 |
| Building Value | $50,359 |
| Leasehold Improvements | $2,183 |
| Fixed Equipment Value | $1,660 |
| Major Movable Equipment | $12,595 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $46,163 |
| Long-Term Investments | $11,711 |
|---|---|
| Other Assets | $1,346 |
| Total Other Assets | $13,058 |
| Total Assets | $66,351 |
| Accounts Payable | $3,508 |
|---|---|
| Salaries & Wages Payable | $1,140 |
| Payroll Taxes Payable | |
| Short-Term Debt | $8 |
| Deferred Revenue | $139 |
| Other Current Liabilities | |
| Total Current Liabilities | $4,794 |
| Mortgage Debt | $39,930 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $945 |
| Total Long-Term Liabilities | $40,875 |
| Total Liabilities | $45,670 |
| General Fund Balance | $20,681 |
|---|---|
| Total Fund Balances | $20,681 |
| Total Liabilities & Equity | $66,351 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $10,836 |
|---|---|
| Outpatient Revenue | $47,150 |
| Total Patient Revenue | $57,986 |
| Contractual Allowances & Discounts | $29,709 |
| Net Patient Revenue | $28,277 |
| Total Operating Expenses | $33,985 |
| Net Service Income | $-5,708 |
| Other Income | $3,140 |
| Total Income | $-2,568 |
| Other Expenses | $1 |
| Net Income | $-2,569 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,210 |
| Medicaid Charges | $6,509 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH C/S |
|---|---|
| EHR Version | C/S |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |