UM Shore Medical Center at Chestertown, located at 100 Brown Street in Chestertown, MD, provides comprehensive medical care with a focus on serving the residents of Caroline, Dorchester, Kent, Queen Anne's, and Talbot Counties. Our services include a 24/7 emergency department, medical imaging, laboratory testing, and same-day surgery. We offer specialized care in areas such as cardiology and hospice & palliative medicine. As part of the University of Maryland Shore Regional Health, we are committed to expanding healthcare access and providing exceptional patient care.
| Hospital Name | UM Shore Medical Center at Chestertown |
|---|---|
| Facility ID | 210030 |
| Address | 100 BROWN STREET |
|---|---|
| City/Town | Chestertown |
| State | MD |
| ZIP Code | 21620 |
| County/Parish | KENT |
| Health System | University of Maryland Medical System |
|---|---|
| Health System Website Domain | umms.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 11 |
|---|---|
| Health System Total Beds | 2643 |
| Health System Hospital Locations | Maryland |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | University of Maryland Medical System |
| Emergency Services | Yes |
Aaron “Zack” Royston, MAS, MS, FACHE, has joined University of Maryland Shore Regional Health (UM SRH) as Vice President of Rural Health Care Transformation and Executive Director of UM Shore Medical Center at Chestertown. [2, 5] Royston transitions from UMMS and brings extensive health care administration and population health experience to this dual role, including finance, operations, process improvement, preventive health, and strategic planning and implementation. [2, 5] Most recently, he served for nearly four years as Director of Clinical Integration in the Population Health Services Organization with UMMS. [2, 5] Prior to his tenure at UMMS, Royston spent 10 years with Affinity Health Alliance, Inc., based in Elkton, Maryland, including two positions with Union Hospital. [2, 5] Royston earned bachelor's and master's degrees in Emergency Health Services from University of Maryland Baltimore County (UMBC), and also a master's degree in Population Health Management from Johns Hopkins University's Bloomberg School of Public Health. [2, 5] Early in his career, he taught in health sciences programs for area community colleges and UMBC. [2] Royston previously served as board chair for the West Cecil Health Center, as a board member of the Cecil County YMCA, as a Finance Committee member for the YMCA of the Chesapeake and as a member of the Cecil County Commission on Aging. [2, 5]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 64 |
|---|
| FTE Employees on Payroll | 134.83 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 895 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 1211 |
| Bed Count | 12 |
| Available Bed Days | 4380 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 197 |
| Discharges (Title XIX) | NA |
| Total Discharges | 272 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 895 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 1211 |
| Bed Count (Adults & Peds) | 8 |
| Available Bed Days (Adults & Peds) | 2920 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 197 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 272 |
| 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 | Hospital struggles with high infection rates |
| 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 | 70% |
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| 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 | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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 | |
| 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) | 154 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -30.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -10.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.8 |
| 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 | 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 | 17.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.5 |
| 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 | 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 | 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 | 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 1.931 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $11,091 |
|---|---|
| Overhead Expenses (Non-Salary) | $31,013 |
| Depreciation Expense | $2,603 |
| Total Operating Costs | $29,895 |
| Inpatient Charges | $7,858 |
|---|---|
| Outpatient Charges | $47,001 |
| Total Patient Charges | $54,859 |
| Core Wage Costs | $2,193 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $11,091 |
| Contract Labor (Patient Care) | $1,715 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $42,017 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $4,097 |
| Allowance for Doubtful Accounts | |
| Inventory | $490 |
| Prepaid Expenses | $11 |
| Other Current Assets | |
| Total Current Assets | $47,675 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $9,770 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $9,770 |
| Long-Term Investments | $3,330 |
|---|---|
| Other Assets | $13,156 |
| Total Other Assets | $16,486 |
| Total Assets | $73,931 |
| Accounts Payable | $2,224 |
|---|---|
| Salaries & Wages Payable | $1,722 |
| Payroll Taxes Payable | |
| Short-Term Debt | $72 |
| Deferred Revenue | |
| Other Current Liabilities | $4,929 |
| Total Current Liabilities | $8,947 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $3,300 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $333 |
| Total Long-Term Liabilities | $3,633 |
| Total Liabilities | $12,580 |
| General Fund Balance | $61,351 |
|---|---|
| Total Fund Balances | $61,351 |
| Total Liabilities & Equity | $73,931 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,275 |
| DRG (Post-Oct 1) | $3,986 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $7,858 |
|---|---|
| Outpatient Revenue | $49,762 |
| Total Patient Revenue | $57,621 |
| Contractual Allowances & Discounts | $11,021 |
| Net Patient Revenue | $46,599 |
| Total Operating Expenses | $45,866 |
| Net Service Income | $733 |
| Other Income | $1,981 |
| Total Income | $2,714 |
| Other Expenses | $0 |
| Net Income | $2,714 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |