Located in beautiful Frisco, Colorado, CommonSpirit St. Anthony Summit Hospital is your trusted mountain healthcare provider. As a Level III Trauma Center serviced by Flight For Life® Colorado, we offer a full range of medical specialties and services, including emergency, surgical, orthopedic, and cardiac care. We are nationally recognized for patient satisfaction, with a compassionate approach to personalized care. Our state-of-the-art facility provides advanced imaging and comprehensive services to Summit County and surrounding areas. Visit us at 340 Peak One Drive for exceptional healthcare, close to world-class outdoor recreation.
| Hospital Name | CommonSpirit - St. Anthony Summit Hospital |
|---|---|
| Facility ID | 060118 |
| Address | 340 PEAK ONE DR |
|---|---|
| City/Town | Frisco |
| State | CO |
| ZIP Code | 80443 |
| County/Parish | SUMMIT |
| Health System | CommonSpirit Health |
|---|---|
| Health System Website Domain | commonspirit.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 106 |
|---|---|
| Health System Total Beds | 17364 |
| Health System Hospital Locations | Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
For more than two decades, Trixie VanderSchaaff has dedicated her expertise and leadership to St. Anthony Summit Hospital, where she has served in bedside nursing, nurse leadership, and executive leadership roles. She has served as the hospital's Chief Nursing Officer since 2016, and she was named Chief Executive Officer in May 2024. Trixie possesses a deep understanding of the clinical environment and processes, and she has been instrumental in St. Anthony Summit being consistently rated as one of the best hospitals in the U.S. for patient experience.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 35 |
|---|
| FTE Employees on Payroll | 261 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 479 |
| Inpatient Days (Title XIX) | 907 |
| Total Inpatient Days | 3465 |
| Bed Count | 34 |
| Available Bed Days | 12410 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 171 |
| Discharges (Title XIX) | 359 |
| Total Discharges | 1342 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 438 |
| Inpatient Days (Title XIX; Adults & Peds) | 534 |
| Total Inpatient Days (Adults & Peds) | 2613 |
| Bed Count (Adults & Peds) | 26 |
| Available Bed Days (Adults & Peds) | 9490 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 171 |
| Discharges (Title XIX; Adults & Peds) | 359 |
| Total Discharges (Adults & Peds) | 1342 |
| 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. 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 | |
| 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 | 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 162 |
|---|
| 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) | 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 | 1.7 |
| 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) | 14.2 |
| 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 | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| 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 | Worse than expected |
| 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 | 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 | 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 | Number of Cases Too Small |
| 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $4,983 |
|---|---|
| Bad Debt Expense | $5,175 |
| Uncompensated Care Cost | $6,052 |
| Total Uncompensated Care | $7,819 |
| Total Salaries | $32,536 |
|---|---|
| Overhead Expenses (Non-Salary) | $54,006 |
| Depreciation Expense | $4,133 |
| Total Operating Costs | $62,899 |
| Inpatient Charges | $57,438 |
|---|---|
| Outpatient Charges | $248,537 |
| Total Patient Charges | $305,975 |
| Core Wage Costs | $5,003 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $32,536 |
| Contract Labor (Patient Care) | $793 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $0 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $53,850 |
| Allowance for Doubtful Accounts | $-31,238 |
| Inventory | $2,291 |
| Prepaid Expenses | $506 |
| Other Current Assets | |
| Total Current Assets | $113,742 |
| Land Value | $1,661 |
|---|---|
| Land Improvements Value | $4,146 |
| Building Value | $29,322 |
| Leasehold Improvements | $15,778 |
| Fixed Equipment Value | $2,399 |
| Major Movable Equipment | $41,488 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $33,911 |
| Long-Term Investments | |
|---|---|
| Other Assets | $9,792 |
| Total Other Assets | $9,792 |
| Total Assets | $157,445 |
| Accounts Payable | $4,466 |
|---|---|
| Salaries & Wages Payable | $1,527 |
| Payroll Taxes Payable | |
| Short-Term Debt | $110 |
| Deferred Revenue | $143 |
| Other Current Liabilities | $10,480 |
| Total Current Liabilities | $16,726 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $16,726 |
| General Fund Balance | $140,719 |
|---|---|
| Total Fund Balances | $140,719 |
| Total Liabilities & Equity | $157,445 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $333 |
| DRG (Post-Oct 1) | $1,186 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | $0 |
| Simulated MC Payments | $739 |
| Total IME Payments |
| Inpatient Revenue | $56,468 |
|---|---|
| Outpatient Revenue | $278,192 |
| Total Patient Revenue | $334,660 |
| Contractual Allowances & Discounts | $213,192 |
| Net Patient Revenue | $121,468 |
| Total Operating Expenses | $86,542 |
| Net Service Income | $34,926 |
| Other Income | $1,522 |
| Total Income | $36,449 |
| Other Expenses | $-154 |
| Net Income | $36,603 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,959 |
| Medicaid Charges | $48,238 |
| Net CHIP Revenue | $80 |
| CHIP Charges | $547 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |