Northwestern Medical Center

Northwestern Medical Center, located at 133 Fairfield Street in St. Albans, VT, is a vibrant, not-for-profit primary care hospital dedicated to providing exceptional care. As an award-winning community hospital, we take pride in our family-like atmosphere and broad range of expertise, bringing advanced medical equipment and services to the region. Our patient-centered approach ensures an outstanding experience, offering both in-person and telemedicine appointments. We are committed to being nationally recognized for excellence and value in healthcare, making us a destination of choice for patients, staff, and providers.

Identifiers

Hospital Name Northwestern Medical Center
Facility ID 470024

Location

Address 133 FAIRFIELD STREET
City/Town Saint Albans
State VT
ZIP Code 5478
County/Parish FRANKLIN

Health System

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

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 70
Health System Hospital Locations Vermont

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Northwestern Medical Center (VT)
Emergency Services Yes

Peter J. Wright, FACHE

President & Chief Executive Officer

Joined the NMC team as President & CEO in January of 2023. Prior to that he served as the President of Bridgton & Rumford hospitals, and System Senior Vice President at Central Maine Healthcare. Peter has more than two decades of experience in hospital administration. He has served as the President and CEO of Valley Regional Healthcare in New Hampshire; Chief Operating Officer of Littleton Regional Hospital in New Hampshire; and Senior Director of Planning, Development, and Medical Group operations at Copley Hospital in Vermont. Peter obtained a Master of Health Care Delivery Science degree from the Dartmouth College's Tuck School of Businees & Geisel School of Medicine, a Master of Science in Administration from St. Michael's College, is Board Certified in Healthcare Management and a Fellow of the American College of Healthcare Executives where he has also served as President of the Northern New England Chapter and Regent ofr New Hampshite. Peter is a long time member of the American Hospitals Assiciation where he served as Chair of the Regional Policy Board for New England and as an AHA Trustee. He is a 23+ years member of Rotary International., is a former certified police officer and rescue SCUBA diver.

Deanna Orfanidis, RN

Chief Nursing Officer

John Minadeo, MD

Chief Medical Quality Officer

Lowrey Sullivan, MD

President of the Medical Staff

Jerry Barbini

Interim Chief Executive Officer

Dawn Bugbee

Interim Chief Administrative

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 70

Staffing & Personnel

FTE Employees on Payroll 561.85
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 3928
Inpatient Days (Title XIX) 2984
Total Inpatient Days 10081
Bed Count 53
Available Bed Days 19345
Discharges (Title V) NA
Discharges (Title XVIII) 950
Discharges (Title XIX) 407
Total Discharges 2130

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2844
Inpatient Days (Title XIX; Adults & Peds) 1176
Total Inpatient Days (Adults & Peds) 5460
Bed Count (Adults & Peds) 43
Available Bed Days (Adults & Peds) 15695
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 950
Discharges (Title XIX; Adults & Peds) 407
Total Discharges (Adults & Peds) 2130

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital.
Care Quality Concerns Patients report challenges the cleanliness of the hospital.

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 67%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
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 Worse Than National Average
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 No Different Than National Average
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate No Different Than National Average
Mortality Group – Postoperative Respiratory Failure Rate No Different Than National Average
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate No Different Than National Average
Mortality Group – Postoperative Wound Dehiscence Rate No Different Than National Average
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate No Different Than National Average
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 154

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -9.2
Readmission Score Hospital Return Days for Pneumonia Patients -22.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 10.8
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 1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.1
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.3
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 Fewer Days Than Average 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 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 No Different than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate No Different Than the National Rate
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 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) 0.983
CAUTI SIR (Standardized Infection Ratio) 0.363
SSI SIR (Standardized Infection Ratio) 0.877
CDI SIR (Standardized Infection Ratio) 0.689
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,044
Bad Debt Expense $10,680
Uncompensated Care Cost $6,178
Total Uncompensated Care $9,910

Operating Expenses ($ thousands)

Total Salaries $47,956
Overhead Expenses (Non-Salary) $78,870
Depreciation Expense $6,174
Total Operating Costs $97,924

Charges ($ thousands)

Inpatient Charges $48,630
Outpatient Charges $154,375
Total Patient Charges $203,005

Wage-Related Details ($ thousands)

Core Wage Costs $9,855
Wage Costs (RHC/FQHC)
Adjusted Salaries $47,956
Contract Labor (Patient Care) $11,359
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $23,200
Short-Term Investments $8,719
Notes Receivable
Accounts Receivable $10,011
Allowance for Doubtful Accounts
Inventory $2,194
Prepaid Expenses
Other Current Assets $2,198
Total Current Assets $46,321

Balance Sheet – Fixed Assets ($ thousands)

Land Value $1,021
Land Improvements Value $3,810
Building Value $91,551
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $46,033
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $67,554

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $51,831
Other Assets $1,281
Total Other Assets $53,112
Total Assets $166,988

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $4,296
Salaries & Wages Payable $5,066
Payroll Taxes Payable
Short-Term Debt $1,740
Deferred Revenue
Other Current Liabilities $5,020
Total Current Liabilities $16,122

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $26,319
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $3,863
Total Long-Term Liabilities $30,182
Total Liabilities $46,305

Balance Sheet – Equity ($ thousands)

General Fund Balance $117,313
Total Fund Balances $120,683
Total Liabilities & Equity $166,988

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $7,577
Outlier Payments
DSH Adjustment $227
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $50,345
Outpatient Revenue $192,563
Total Patient Revenue $242,908
Contractual Allowances & Discounts $149,510
Net Patient Revenue $93,399
Total Operating Expenses $126,826
Net Service Income $-33,427
Other Income $31,439
Total Income $-1,988
Other Expenses $9,741
Net Income $-11,729

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $12,845
Medicaid Charges $39,072
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH Expanse
EHR Version Expanse
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No