Lafayette Hospital + Clinics

Lafayette Hospital + Clinics, located at 800 Clay Street in Darlington, WI, is a community-focused healthcare provider dedicated to delivering excellent medical care with compassion and convenience. Established in 1952 as Memorial Hospital of Lafayette County, we offer a comprehensive range of services including 24/7 emergency care, urgent care, medical and surgical services, rehabilitation, laboratory services, x-ray, and specialist outpatient clinics. As a 25-bed acute care critical access hospital, our mission is to provide patient-centered, quality healthcare to Lafayette County and the surrounding area. We are committed to meeting the evolving health needs of our community with state-of-the-art technology and a dedicated team of professionals. Your health is our top priority!

Identifiers

Hospital Name Lafayette Hospital + Clinics
Facility ID 521312

Location

Address 800 CLAY ST
City/Town Darlington
State WI
ZIP Code 53530
County/Parish LAFAYETTE

Health System

Health System Independent
Health System Website Domain mhlc.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 25
Health System Hospital Locations Wisconsin

Ownership & Characteristics

Hospital Type Critical Access Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Lafayette Hospital + Clinics
Emergency Services Yes

Marie Wamsley

Chief Executive Officer

Appointed effective December 16th [14]. Succeeded Kathy Kuepers [14]. Brings 18 years of healthcare experience, including 16 years in critical access hospital leadership [14]. Began healthcare career at MHLC and was CFO from 2008 to 2013 [14]. Most recently served as MercyOne Regional Director of Finance for Critical Access Hospitals of the Eastern Iowa Region [14]. Recognized for her leadership, passion, and dedication to rural healthcare, receiving the Rural Wisconsin Health Cooperative Rural Health Ambassador Award in 2014 and named Outstanding Young Leader Honorable Mention by the Illinois Critical Access Hospital Network [14].

Kathy Kuepers

Chief Executive Officer (Previous)

Visionary and dependable leader for MHLC for over 40 years [14]. Led the team to new levels, including the successful leadership of the replacement facility [14]. Devoted her entire career to MHLC, making a lasting impact [14]. Set the vision of building a new facility in 2018, and successfully launched the project by 2023 [14]. Retired late 2024 [18].

Deanna Wright

Chief Clinical Officer

Part of the all-female administrative staff [15]. Worked her way up from within the facility [15].

Carlee Segebrecht

Chief Operating Officer

Hired in late 2022, official first day was Jan 2 [15]. Attracted to the hospital's culture [15]. Impressed by the talent and passion of the staff [15].

Sally Blackbourn

Director of Nursing

Part of the all-female administrative staff [15].

Addison Reilly

Community Outreach Director

Somewhat new to MHLC as of Jan 2023 [15]. Took over for Sue Paquette who retired [15].

Residency Programs

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

Capacity & Services

Licensed Beds 25

Staffing & Personnel

FTE Employees on Payroll 110.8
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 692
Inpatient Days (Title XIX) 25
Total Inpatient Days 1137
Bed Count 25
Available Bed Days 9125
Discharges (Title V) NA
Discharges (Title XVIII) 155
Discharges (Title XIX) 21
Total Discharges 256

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 453
Inpatient Days (Title XIX; Adults & Peds) 25
Total Inpatient Days (Adults & Peds) 660
Bed Count (Adults & Peds) 25
Available Bed Days (Adults & Peds) 9125
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 155
Discharges (Title XIX; Adults & Peds) 21
Total Discharges (Adults & Peds) 256

Quality Summary

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

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 81%

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
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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 102

Readmission Scores & Groups

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 -33.8
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 4.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
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 Number of Cases Too Small
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 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 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) 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 Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $195
Bad Debt Expense $387
Uncompensated Care Cost $382
Total Uncompensated Care $1,475

Operating Expenses ($ thousands)

Total Salaries $9,184
Overhead Expenses (Non-Salary) $17,251
Depreciation Expense $893
Total Operating Costs $23,897

Charges ($ thousands)

Inpatient Charges $6,238
Outpatient Charges $33,531
Total Patient Charges $39,769

Wage-Related Details ($ thousands)

Core Wage Costs
Wage Costs (RHC/FQHC)
Adjusted Salaries
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $302
Short-Term Investments
Notes Receivable
Accounts Receivable $5,997
Allowance for Doubtful Accounts $-2,600
Inventory $534
Prepaid Expenses $374
Other Current Assets $1,574
Total Current Assets $6,260

Balance Sheet – Fixed Assets ($ thousands)

Land Value $982
Land Improvements Value $256
Building Value $10,905
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $8,116
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $9,489

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $119
Other Assets $12,157
Total Other Assets $12,276
Total Assets $28,025

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,847
Salaries & Wages Payable $1,500
Payroll Taxes Payable
Short-Term Debt $80
Deferred Revenue
Other Current Liabilities $4
Total Current Liabilities $3,432

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $141
Unsecured Loans
Other Long-Term Liabilities $10,466
Total Long-Term Liabilities $10,607
Total Liabilities $14,039

Balance Sheet – Equity ($ thousands)

General Fund Balance $13,986
Total Fund Balances $13,986
Total Liabilities & Equity $28,025

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $7,202
Outpatient Revenue $36,896
Total Patient Revenue $44,098
Contractual Allowances & Discounts $18,310
Net Patient Revenue $25,788
Total Operating Expenses $26,509
Net Service Income $-722
Other Income $919
Total Income $197
Other Expenses $-911
Net Income $1,107

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $1,364
Medicaid Charges $4,089
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic Community Connect
EHR Version EpicCare Community Connect
EHR is Changing No

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No