AdventHealth Durand, located in Durand, WI, is a 25-bed critical access hospital dedicated to providing compassionate, patient-centered care. As part of the AdventHealth network, we extend the healing ministry of Christ to the communities we serve. Our comprehensive services include emergency care, primary care through our South Clinic, and a range of inpatient and outpatient services. We are a Level IV Trauma Center, equipped to handle a variety of medical needs with a focus on quality and personalized attention.
| Hospital Name | AdventHealth Durand |
|---|---|
| Facility ID | 521307 |
| Address | 1220 3RD AVE W |
|---|---|
| City/Town | Durand |
| State | WI |
| ZIP Code | 54736 |
| County/Parish | PEPIN |
| Health System | AdventHealth |
|---|---|
| Health System Website Domain | adventhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 34 |
|---|---|
| Health System Total Beds | 8772 |
| Health System Hospital Locations | Colorado, Florida, Georgia, Kansas, Kentucky, North Carolina, Texas and Wisconsin |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | AdventHealth |
| Emergency Services | Yes |
Doug Peterson is the president/CEO for AdventHealth Durand, a 25-bed hospital campus nestled in Chippewa Valley in scenic Wisconsin. The hospital and its outpatient clinics joined AdventHealth in 1997. Today, AdventHealth Durand offers a wide variety of medical services and specialties in the tradition of whole-person care – care for the body, mind and spirit.
Shawn Perry is the Chief Financial Officer for AdventHealth Ottawa and AdventHealth Durand. In this role, he provides executive leadership and oversees the financial operations of both organizations. Most recently, he served as the Director of Finance for AdventHealth Shawnee Mission and has held various finance leadership positions with AdventHealth since 2016. Before joining the Mid-America Region, he worked as a Financial Analyst and Finance Manager at AdventHealth Orlando. Shawn has a bachelor's degree in business administration from Union College and a Master of Healthcare Administration from AdventHealth University.
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Thomas Kevin Hunt, MD, is a board-certified physician in family medicine. He earned his medical degree from the University of North Dakota and completed his residency at the University of Wisconsin-Eau Claire. He treats patients of all ages at AdventHealth in Durand, WI.
Kenneth Rucker, MD, is the Vice President of the medical staff at AdventHealth Durand. He is a board-certified physician in internal medicine with over 40 years of experience. He received his medical degree from Michigan State University in 1982. He treats children, adolescents, adults, and geriatric patients. Dr. Rucker is affiliated with medical facilities Mayo Clinic Health System In Eau Claire and AdventHealth Durand.
| 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 | 78.93 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 406 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 522 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 83 |
| Discharges (Title XIX) | NA |
| Total Discharges | 155 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 242 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 336 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 83 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 155 |
| Care Quality Stengths | 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 | NA |
| Nurse Communication – Star Rating | |
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| 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 |
|---|
| 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) | 87 |
|---|
| 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) | 12.8 |
| 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) | Not Available |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Group Hospital Return Days for Pneumonia Patients | Not Available |
| 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| 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 | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| 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 | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $156 |
|---|---|
| Bad Debt Expense | $437 |
| Uncompensated Care Cost | $377 |
| Total Uncompensated Care | $925 |
| Total Salaries | $6,757 |
|---|---|
| Overhead Expenses (Non-Salary) | $9,980 |
| Depreciation Expense | $351 |
| Total Operating Costs | $14,837 |
| Inpatient Charges | $3,149 |
|---|---|
| Outpatient Charges | $20,937 |
| Total Patient Charges | $24,086 |
| 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 | $5,963 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $1,942 |
| Allowance for Doubtful Accounts | $-264 |
| Inventory | $183 |
| Prepaid Expenses | $205 |
| Other Current Assets | $126 |
| Total Current Assets | $8,113 |
| Land Value | $77 |
|---|---|
| Land Improvements Value | $55 |
| Building Value | $207 |
| Leasehold Improvements | |
| Fixed Equipment Value | $361 |
| Major Movable Equipment | $960 |
| Minor Depreciable Equipment | |
| Health IT Assets | $119 |
| Total Fixed Assets | $1,010 |
| Long-Term Investments | |
|---|---|
| Other Assets | $580 |
| Total Other Assets | $580 |
| Total Assets | $9,704 |
| Accounts Payable | $485 |
|---|---|
| Salaries & Wages Payable | $829 |
| Payroll Taxes Payable | |
| Short-Term Debt | $109 |
| Deferred Revenue | |
| Other Current Liabilities | $1,919 |
| Total Current Liabilities | $3,342 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $2,933 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $121 |
| Total Long-Term Liabilities | $3,054 |
| Total Liabilities | $6,396 |
| General Fund Balance | $3,308 |
|---|---|
| Total Fund Balances | $3,308 |
| Total Liabilities & Equity | $9,704 |
| 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 | $2,919 |
|---|---|
| Outpatient Revenue | $24,038 |
| Total Patient Revenue | $26,957 |
| Contractual Allowances & Discounts | $10,902 |
| Net Patient Revenue | $16,055 |
| Total Operating Expenses | $16,738 |
| Net Service Income | $-683 |
| Other Income | $215 |
| Total Income | $-468 |
| Other Expenses | |
| Net Income | $-468 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $613 |
| Medicaid Charges | $1,885 |
| 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 | Yes--In Process of Replacing |