Located in the heart of Maine's scenic Highlands Region at 897 West Main Street, Dover-Foxcroft, Northern Light Mayo Hospital is a 25-bed critical access hospital providing advanced medical services to over 26,000 residents in Piscataquis, Penobscot, and Somerset counties. Our dedicated team of primary care physicians and specialists offers comprehensive care, including emergency services, family practice, surgery, and more. With outpatient clinics in multiple towns, we are committed to providing high-quality, compassionate healthcare close to home. Our staff includes exceptional nursing and clinical support, with hospital-based inpatient physicians available 24/7 (hospitalists). At Northern Light Mayo Hospital, your health is our priority.
| Hospital Name | Northern Light Mayo Hospital |
|---|---|
| Facility ID | 201309 |
| Address | 897 WEST MAIN STREET |
|---|---|
| City/Town | Dover Foxcroft |
| State | ME |
| ZIP Code | 4426 |
| County/Parish | PISCATAQUIS |
| Health System | Northern Light Health |
|---|---|
| Health System Website Domain | northernlighthealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 11 |
|---|---|
| Health System Total Beds | 1067 |
| Health System Hospital Locations | Maine |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Northern Light Health |
| Emergency Services | Yes |
Prior to coming to Mayo Hospital, Marie worked at Millinocket Regional Hospital, where she rose from staff nurse to President and CEO. She has been the President and CEO of Mayo Hospital since 2014. [16] She is also a regional president for Northern Light Health. [2, 3]
Denise Scuderi, BSN, RN is Vice President of Nursing and Patient Care Services at Northern Light Mayo Hospital. In her role, Denise oversees nursing at the hospital and operations for several hospital departments. Denise is passionate about women and infant health care. She is also committed to age friendly healthcare, focusing on what matters to the patient and championing palliative care services. She previously worked as a high-risk labor and delivery nurse in Georgia prior to relocating to Maine in 2004. Denise served as a staff nurse and nurse manager in the Mayo Hospital OB Department prior to taking on her current role. Denise has served on the statewide Substance Exposed Infant Task Force since 2010 and was on the original team that helped put together the Snuggle ME guidelines. She currently serves as the chair of the board for Partners for Peace. She is an active member of Helping Hands with Heart and the Maine Highlands Integrated Response Network (MHRIN). She served previously on the Pastoral Council for OLOTS, was Board Secretary for the American Vocational Association (AVA), and has volunteered in the community for the March of Dimes, Partners for Peace, and Susan G. Komen. Denise is a Veteran of the U.S. Army. Education: Bachelor's Degree in Nursing, Nell Hodgson Woodruff School of Nursing at Emory University; Master's in Nursing Degree, Southern New Hampshire University. [15]
Nikki Chadwick, RN, MSN, CPHQ, is vice president of Quality and Education, Northern Light Mayo Hospital. [19] Chadwick has endless energy, is a collaborator, and has a record of success that few can match. She has led quality and safety improvement efforts, including the comprehensive unit based safety program, safety surveillance surveys, and emergency preparedness drills. Guided by Chadwick, Mayo Hospital has held three CNA cohorts, an MA cohort, and nursing training programs. When the organization desperately needed medical assistants, Chadwick developed a curriculum on the fly and trained a whole class. She gets results by breaking down silos, maximizing resources, and finding creative ways to get the job done. [18, 19]
Jennifer Goodrich is the Vice President of Finance for MRH Corp. DBA Northern Light Mayo Hospital. [8]
| 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 | 289.04 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1711 |
| Inpatient Days (Title XIX) | 722 |
| Total Inpatient Days | 4031 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 291 |
| Discharges (Title XIX) | 78 |
| Total Discharges | 751 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1196 |
| Inpatient Days (Title XIX; Adults & Peds) | 356 |
| Total Inpatient Days (Adults & Peds) | 2864 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 291 |
| Discharges (Title XIX; Adults & Peds) | 78 |
| Total Discharges (Adults & Peds) | 751 |
| 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. Patients were very positive about the cleanliness of the hospital. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| 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 | 69% |
|---|
| 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 | |
| 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) | 116 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -27.6 |
| 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 | 20.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.6 |
| 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 | 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) | 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 | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $45 |
|---|---|
| Bad Debt Expense | $4,743 |
| Uncompensated Care Cost | $2,864 |
| Total Uncompensated Care | $3,959 |
| Total Salaries | $26,113 |
|---|---|
| Overhead Expenses (Non-Salary) | $33,897 |
| Depreciation Expense | $1,594 |
| Total Operating Costs | $58,809 |
| Inpatient Charges | $15,903 |
|---|---|
| Outpatient Charges | $79,758 |
| Total Patient Charges | $95,661 |
| 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 | $6,008 |
|---|---|
| Short-Term Investments | $50 |
| Notes Receivable | |
| Accounts Receivable | $22,610 |
| Allowance for Doubtful Accounts | $-12,113 |
| Inventory | $946 |
| Prepaid Expenses | $56 |
| Other Current Assets | $5,152 |
| Total Current Assets | $23,499 |
| Land Value | $1,690 |
|---|---|
| Land Improvements Value | $347 |
| Building Value | $1,624 |
| Leasehold Improvements | |
| Fixed Equipment Value | $2,069 |
| Major Movable Equipment | $6,321 |
| Minor Depreciable Equipment | $112 |
| Health IT Assets | |
| Total Fixed Assets | $8,069 |
| Long-Term Investments | $1,756 |
|---|---|
| Other Assets | $194 |
| Total Other Assets | $1,950 |
| Total Assets | $33,518 |
| Accounts Payable | $2,989 |
|---|---|
| Salaries & Wages Payable | $2,498 |
| Payroll Taxes Payable | $715 |
| Short-Term Debt | $239 |
| Deferred Revenue | $720 |
| Other Current Liabilities | $8,364 |
| Total Current Liabilities | $17,116 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $70 |
| Unsecured Loans | $0 |
| Other Long-Term Liabilities | $348 |
| Total Long-Term Liabilities | $418 |
| Total Liabilities | $17,534 |
| General Fund Balance | $15,984 |
|---|---|
| Total Fund Balances | $15,984 |
| Total Liabilities & Equity | $33,518 |
| 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 | $15,721 |
|---|---|
| Outpatient Revenue | $92,623 |
| Total Patient Revenue | $108,344 |
| Contractual Allowances & Discounts | $47,622 |
| Net Patient Revenue | $60,722 |
| Total Operating Expenses | $60,009 |
| Net Service Income | $712 |
| Other Income | $4,508 |
| Total Income | $5,221 |
| Other Expenses | $0 |
| Net Income | $5,220 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $11,810 |
| Medicaid Charges | $20,992 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |