Northern Light Inland Hospital, located in Waterville, Maine, is a 48-bed community hospital dedicated to providing high-quality, patient-centered care. As part of Northern Light Health, we offer a comprehensive range of services, including cardiovascular care, primary care, and rehabilitation, with seamless access to advanced care through our close relationship with Northern Light Eastern Maine Medical Center. Our mission is to make healthcare work for you by putting your individual needs first. Founded in 1943, we are proud to serve the Greater Waterville area with compassionate and respectful care. Please note that Northern Light Inland Hospital is scheduled to close on May 27, 2025.
| Hospital Name | Northern Light Inland Hospital |
|---|---|
| Facility ID | 200041 |
| Address | 200 KENNEDY MEMORIAL DRIVE |
|---|---|
| City/Town | Waterville |
| State | ME |
| ZIP Code | 4901 |
| County/Parish | KENNEBEC |
| Health System | Northern Light Health |
|---|---|
| Health System Website Domain | northernlighthealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 11 |
|---|---|
| Health System Total Beds | 1067 |
| Health System Hospital Locations | Maine |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Northern Light Health |
| Emergency Services | Yes |
As president, Randy is responsible for the operations and leadership of the hospitals and their medical practices and the continuing care center. Randy is dedicated to being the best he can be in his work role and is also committed to being a good husband, dad, and friend. He has been an active member of the Financial Management Association since 1997. He is also a member of the Maine Hospital Association Public Policy Council and the Maine Hospital Association Board.
Dr. Shearer serves as the liaison between medical staff and administration. In his leadership role, Dr. Shearer is passionate about improving the system and delivery of healthcare to patients in Maine. In addition to his administrative roles, Dr. Shearer provides family medicine primary care services and outpatient dermatology services.
Paul became the vice president at Sebasticook Valley Hospital in 2015, shared this role at Inland and Sebasticook Valley Hospitals from 2021 to 2023 and presently since November 2024. In partnership with Dr. Warren Shearer, senior physician executive, Paul is responsible for the Medical Group.
She is responsible for Nursing Services (includes Ambulatory, Surgical, Emergency, Acute Care Unit, Birthing), Quality, Risk Management, Infusion, Rehabilitation, Volunteer services, and partnership oversight with Lab and Care Management.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 48 |
|---|
| FTE Employees on Payroll | 320.38 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1464 |
| Inpatient Days (Title XIX) | 753 |
| Total Inpatient Days | 5803 |
| Bed Count | 33 |
| Available Bed Days | 12045 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 185 |
| Discharges (Title XIX) | 132 |
| Total Discharges | 817 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1464 |
| Inpatient Days (Title XIX; Adults & Peds) | 590 |
| Total Inpatient Days (Adults & Peds) | 5341 |
| Bed Count (Adults & Peds) | 33 |
| Available Bed Days (Adults & Peds) | 12045 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 185 |
| Discharges (Title XIX; Adults & Peds) | 132 |
| Total Discharges (Adults & Peds) | 817 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital struggles with high infection rates |
| 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 | 72% |
|---|
| 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 | 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 | 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) | 194 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -2.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 14.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.4 |
| 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 | 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 | 19.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| 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 | No Different 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 | 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) | 0.923 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 1.098 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $793 |
|---|---|
| Bad Debt Expense | $3,205 |
| Uncompensated Care Cost | $2,362 |
| Total Uncompensated Care | $2,362 |
| Total Salaries | $28,169 |
|---|---|
| Overhead Expenses (Non-Salary) | $55,944 |
| Depreciation Expense | $2,094 |
| Total Operating Costs | $67,775 |
| Inpatient Charges | $25,435 |
|---|---|
| Outpatient Charges | $109,572 |
| Total Patient Charges | $135,006 |
| Core Wage Costs | $5,648 |
|---|---|
| Wage Costs (RHC/FQHC) | $127 |
| Adjusted Salaries | $28,169 |
| Contract Labor (Patient Care) | $6,658 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-3,865 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $11,660 |
| Allowance for Doubtful Accounts | $-5,699 |
| Inventory | $609 |
| Prepaid Expenses | $598 |
| Other Current Assets | $3,950 |
| Total Current Assets | $13,790 |
| Land Value | $83 |
|---|---|
| Land Improvements Value | $1,419 |
| Building Value | $18,466 |
| Leasehold Improvements | $1,428 |
| Fixed Equipment Value | $9,017 |
| Major Movable Equipment | $15,272 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $16,747 |
| Long-Term Investments | |
|---|---|
| Other Assets | $6,846 |
| Total Other Assets | $6,846 |
| Total Assets | $37,382 |
| Accounts Payable | $2,227 |
|---|---|
| Salaries & Wages Payable | $4,602 |
| Payroll Taxes Payable | |
| Short-Term Debt | $430 |
| Deferred Revenue | |
| Other Current Liabilities | $460 |
| Total Current Liabilities | $9,054 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $14,959 |
| Total Long-Term Liabilities | $14,959 |
| Total Liabilities | $24,013 |
| General Fund Balance | $13,369 |
|---|---|
| Total Fund Balances | $13,369 |
| Total Liabilities & Equity | $37,382 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $1,489 |
| Outlier Payments | |
| DSH Adjustment | $46 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $1,401 |
| Total IME Payments |
| Inpatient Revenue | $28,140 |
|---|---|
| Outpatient Revenue | $127,612 |
| Total Patient Revenue | $155,752 |
| Contractual Allowances & Discounts | $92,416 |
| Net Patient Revenue | $63,336 |
| Total Operating Expenses | $84,113 |
| Net Service Income | $-20,778 |
| Other Income | $12,504 |
| Total Income | $-8,274 |
| Other Expenses | |
| Net Income | $-8,274 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |