Richland Hospital, located at 333 E Second St in Richland Center, WI, has been your trusted healthcare provider since 1924, offering high-quality, accessible care. As a 25-bed critical access hospital, we provide comprehensive medical services for the entire family, from newborn care to senior life solutions. Our dedicated team of professionals and visiting specialists is committed to delivering personalized treatment and promoting wellness at every stage of life. Experience compassionate care and advanced medical technology right here in your community. Visit our clinic and discover why Richland Hospital is the right choice for you.
| Hospital Name | Richland Hospital |
|---|---|
| Facility ID | 521341 |
| Address | 333 E SECOND ST |
|---|---|
| City/Town | Richland Center |
| State | WI |
| ZIP Code | 53581 |
| County/Parish | RICHLAND |
| Health System | Independent |
|---|---|
| Health System Website Domain | richlandhospital.com |
| 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 | Richland Hospital and Clinics |
| Emergency Services | Yes |
Our organization is fortunate to have such committed, generous, and talented board members such as John and Marilyn to lead us. [7]
Has been a valued and influential member of the local medical community for more than 20 years. He has previously served in a number of TRHC leadership roles, including the former president of Richland Medical Center. More recently, he has been a member of the Meditech Expanse Provider Advisory Committee, and the Clinic Operations Committee. He cares deeply for his patients, TRHC, and the greater Richland County community. He will maintain a busy practice in family medicine and endoscopy. [16]
Best known locally for his Ace Hardware stores. [9]
Raised in the hardwood lumber industry, Sawle founded Rockbridge Sawmill in 1983 and ran the business until 2014. Scott Sawle currently owns Richland Center Storage which also includes available office space. In addition, he is president of Richland Center Utilities. [5]
Has an impressive 30-year career. From church and cemetery boards to his current work advocating rural development on a national level, his voice has been welcomed on a variety of topics. He also owns and operates a multigenerational angus and crop farm in Richland County alongside his wife, Shelly, and two sons, in addition to his role as President of the Richland Equity Livestock Association Board. [5]
| 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 | 345.19 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2026 |
| Inpatient Days (Title XIX) | 121 |
| Total Inpatient Days | 4400 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 392 |
| Discharges (Title XIX) | 25 |
| Total Discharges | 917 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1482 |
| Inpatient Days (Title XIX; Adults & Peds) | 78 |
| Total Inpatient Days (Adults & Peds) | 3064 |
| Bed Count (Adults & Peds) | 21 |
| Available Bed Days (Adults & Peds) | 7665 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 392 |
| Discharges (Title XIX; Adults & Peds) | 25 |
| Total Discharges (Adults & Peds) | 917 |
| 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 a low ER wait and treatment time of less than 2 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 | 70% |
|---|
| 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 | 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) | 82 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 6.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -11.2 |
| 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 | 19.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16 |
| 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) | Number of Cases Too Small |
| 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 | 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 |
| 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 | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $157 |
|---|---|
| Bad Debt Expense | $2,231 |
| Uncompensated Care Cost | $1,073 |
| Total Uncompensated Care | $4,886 |
| Total Salaries | $29,691 |
|---|---|
| Overhead Expenses (Non-Salary) | $34,763 |
| Depreciation Expense | $2,355 |
| Total Operating Costs | $50,450 |
| Inpatient Charges | $23,697 |
|---|---|
| Outpatient Charges | $89,758 |
| Total Patient Charges | $113,456 |
| 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 | $27,083 |
|---|---|
| Short-Term Investments | $106 |
| Notes Receivable | |
| Accounts Receivable | $23,741 |
| Allowance for Doubtful Accounts | $-12,380 |
| Inventory | $2,252 |
| Prepaid Expenses | $310 |
| Other Current Assets | |
| Total Current Assets | $43,172 |
| Land Value | $2,244 |
|---|---|
| Land Improvements Value | $879 |
| Building Value | $45,801 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $21,161 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $26,029 |
| Long-Term Investments | $17,013 |
|---|---|
| Other Assets | $2,143 |
| Total Other Assets | $21,664 |
| Total Assets | $90,865 |
| Accounts Payable | $1,781 |
|---|---|
| Salaries & Wages Payable | $3,270 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $15 |
| Other Current Liabilities | |
| Total Current Liabilities | $5,066 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $2,992 |
| Total Long-Term Liabilities | $2,992 |
| Total Liabilities | $8,058 |
| General Fund Balance | $82,807 |
|---|---|
| Total Fund Balances | $82,807 |
| Total Liabilities & Equity | $90,865 |
| 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 | $25,270 |
|---|---|
| Outpatient Revenue | $113,523 |
| Total Patient Revenue | $138,793 |
| Contractual Allowances & Discounts | $71,853 |
| Net Patient Revenue | $66,940 |
| Total Operating Expenses | $64,454 |
| Net Service Income | $2,486 |
| Other Income | $3,537 |
| Total Income | $6,023 |
| Other Expenses | $4,561 |
| Net Income | $1,462 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $6,157 |
| Medicaid Charges | $22,421 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |