Upland Hills Health, located at 800 Compassion Way in Dodgeville, WI, is a community-minded healthcare system providing comprehensive care for all stages of life. As a non-profit organization, Upland Hills Health includes a 22-bed hospital, a 44-bed Nursing and Rehabilitation Center, and multiple physician clinics. We offer a wide range of services, including a birthing unit, skilled nursing, therapy and wellness programs, and specialized services like cardiac and pulmonary care. Upland Hills Health is committed to providing patient-first care, ensuring the safest and best possible experience for every individual.
| Hospital Name | Upland Hills Health |
|---|---|
| Facility ID | 521352 |
| Address | 800 COMPASSION WAY |
|---|---|
| City/Town | Dodgeville |
| State | WI |
| ZIP Code | 53533 |
| County/Parish | IOWA |
| Health System | Independent |
|---|---|
| Health System Website Domain | uplandhillshealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Wisconsin |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Upland Hills Health |
| Emergency Services | Yes |
Lisa is accountable for the overall operation of Upland Hills Health. She coordinates all of the departments within the entire organization to ensure a smooth care transition. [3] Lisa has over 23 years of experience in the healthcare industry. [6] Under their leadership, Upland Hills Health has grown into a thriving organization that provides quality care to its patients. [6] Lisa Schnedler attended the University of Minnesota - Carlson School of Management. [6] She noted that the employees are what sets UHH apart. “I am incredibly humbled each and every day when I see how much our employees care about not only our patients, but also how they extend that care and compassion to everyone residing in our area,” Schnedler said. [11]
Lynn Hebgen is VP, Nursing. [6] Lynn Hebgen, R.N., received the Rural Wisconsin Health Cooperative Ambassador award in 2021. [12]
Krisann Karls is VP, Ancillary Services. [6]
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Danielle Moyer is Vice President Finance and CPA. [6]
Our Nursing Home Administrator is responsible for the overall operation of the Nursing and Rehab Center. Michelle coordinates all of the departments within the Nursing & Rehab Center, enabling them to meet your needs. [3]
As Director of Nursing, Rachel manages day-to-day nursing operations, while overseeing clinical staff and residents. [3]
Our Social Services staff is here to be your advocate. During your admission process, Brenda can help you adjust to your new setting, listen to concerns and provide education on resident rights, end of life and advance directives. She also assists with the discharge planning process to ensure a safe and smooth transition when you leave the Nursing & Rehab Center. [3] Brenda Kite was nominated by her peers and selected to receive the Upland Hills Health Leadership Award for outstanding leadership for a project or initiative of great importance to Upland Hills Health's mission, specifically for her leadership in infection prevention during the COVID pandemic and creating the Buddy Program. [11, 12]
| 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 | 299.26 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1856 |
| Inpatient Days (Title XIX) | 171 |
| Total Inpatient Days | 4060 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 417 |
| Discharges (Title XIX) | 24 |
| Total Discharges | 967 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1733 |
| Inpatient Days (Title XIX; Adults & Peds) | 121 |
| Total Inpatient Days (Adults & Peds) | 3294 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 417 |
| Discharges (Title XIX; Adults & Peds) | 24 |
| Total Discharges (Adults & Peds) | 967 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. 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. Patients were very positive about the quiet atmosphere of the hospital. 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 |
| 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 | 86% |
|---|
| 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) | 120 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -13.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -26.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.9 |
| 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 | 18.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.4 |
| 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 | 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 | 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) | 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 | $332 |
|---|---|
| Bad Debt Expense | $1,363 |
| Uncompensated Care Cost | $843 |
| Total Uncompensated Care | $3,761 |
| Total Salaries | $34,087 |
|---|---|
| Overhead Expenses (Non-Salary) | $44,499 |
| Depreciation Expense | $4,961 |
| Total Operating Costs | $61,461 |
| Inpatient Charges | $29,421 |
|---|---|
| Outpatient Charges | $129,143 |
| Total Patient Charges | $158,564 |
| 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 | $23,745 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $31,431 |
| Allowance for Doubtful Accounts | $-22,470 |
| Inventory | $2,154 |
| Prepaid Expenses | $1,156 |
| Other Current Assets | |
| Total Current Assets | $36,661 |
| Land Value | $2,951 |
|---|---|
| Land Improvements Value | |
| Building Value | $79,203 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $28,998 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $52,681 |
| Long-Term Investments | $59,893 |
|---|---|
| Other Assets | $735 |
| Total Other Assets | $60,628 |
| Total Assets | $149,970 |
| Accounts Payable | $2,116 |
|---|---|
| Salaries & Wages Payable | $3,610 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,687 |
| Deferred Revenue | $2,086 |
| Other Current Liabilities | $341 |
| Total Current Liabilities | $10,166 |
| Mortgage Debt | $28,381 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,711 |
| Total Long-Term Liabilities | $30,092 |
| Total Liabilities | $40,258 |
| General Fund Balance | $109,712 |
|---|---|
| Total Fund Balances | $109,712 |
| Total Liabilities & Equity | $149,970 |
| 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 | $33,849 |
|---|---|
| Outpatient Revenue | $164,413 |
| Total Patient Revenue | $198,262 |
| Contractual Allowances & Discounts | $113,873 |
| Net Patient Revenue | $84,389 |
| Total Operating Expenses | $80,114 |
| Net Service Income | $4,275 |
| Other Income | $6,667 |
| Total Income | $10,942 |
| Other Expenses | $2,276 |
| Net Income | $8,666 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,904 |
| Medicaid Charges | $15,020 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic Community Connect |
|---|---|
| EHR Version | EpicCare Community Connect |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |