Morton Hospital, located at 88 Washington Street in Taunton, MA, is a 144-bed acute care community hospital serving Southeastern Massachusetts. Our dedicated team of physicians, nurses, and staff provides comprehensive healthcare services, including emergency care, wound care, and advanced imaging. We offer a range of surgical services, including vascular, breast, general, orthopedic, and podiatric surgery. Morton Hospital is affiliated with the Dana Farber Cancer Institute and partners with Mass General Hospital and Brigham and Women's Hospital. We are proud to be recognized as a Blue Cross Blue Shield Blue Distinction Center+ for Knee and Hip Replacement and a multiple "Best Place to Work" award winner.
| Hospital Name | Morton Hospital |
|---|---|
| Facility ID | 220073 |
| Address | 88 WASHINGTON STREET |
|---|---|
| City/Town | Taunton |
| State | MA |
| ZIP Code | 2780 |
| County/Parish | BRISTOL |
| Health System | Brown University Health |
|---|---|
| Health System Website Domain | brownhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 1448 |
| Health System Hospital Locations | Massachusetts and Rhode Island |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Lifespan |
| Emergency Services | Yes |
Heidi Taylor is a Chief Financial Officer / Chief Operating Officer at Morton Hospital and is based in Taunton, Massachusetts. She has worked as Vice President of Finance / CFO at Good Samaritan Medical Center; Director of Finance at Good Samaritan Medical Center; and Manager, Budget and Decision Support at Caritas. Heidi attended Stonehill College.
Krystal Hilton, MSN, BSN, RN is an Interim Chief Nursing Officer at Morton Hospital and Director of Professional Practice and Development at Morton Hospital and is based in East Taunton, Massachusetts. She has worked as Clinical Coordinator at Sturdy Memorial Hospital, Critical Care Registered Nurse at Landmark Medical Center, and Registered Nurse at Cape Coral Hospital. Krystal studied at Purdue University between 2019 and 2020, George Mason University - College of Health and Human Services between 1999 and 2003, and Fund of Lydia Fellowship International between 2013 and 2016.
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Drew Rogers, MD is a Team Physician Boston College Athletics at Boston College Eagles, Team Physician UMASS Dartmouth at University of Massachusetts Dartmouth, and Chief Of Orthopedics at Morton Hospital. Director of Hip Preservation at Newton Wellesley Hospital. at Morton Hospital and is based in Greater Boston Area. He has worked as Administrative Chief Resident, Department of Orthopaedic Surgery 2010-2011 at Centre universitaire de santé McGill | McGill University Health Centre; Team Physician/Surgeon at Boston University; and Orthopaedic Sports Fellow at Boston University-School of Medicine. Drew studied at College of the Holy Cross between 1994 and 1998, Boston University-School of Medicine between 2002 and 2006, and Marian High School between 1990 and 1994.
Lisa Coggins is a Chief Nursing Officer at Morton Hospital and is based in Taunton, Massachusetts. She has worked as Director Of Perioperative Services at Southcoast Health and VP Surgical Services at Catholic Medical Center.
Leonardo Batista, M,D., D.D.S is a Chief of Psychiatry at Morton Hospital and is based in Taunton, Massachusetts. He has worked as Regional Director at Department of Organ Donation for Transplant; M.D., Medical School at Universidade Federal de Campina Grande (UFCG); and Visiting Fellow, Department of Neurosurgery at Freie Universität Berlin. Leonardo studied at Brown University between 2011 and 2015.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 133 |
|---|
| FTE Employees on Payroll | 694.7 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 14194 |
| Inpatient Days (Title XIX) | 5408 |
| Total Inpatient Days | 32145 |
| Bed Count | 125 |
| Available Bed Days | 45625 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3017 |
| Discharges (Title XIX) | 559 |
| Total Discharges | 6910 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 13114 |
| Inpatient Days (Title XIX; Adults & Peds) | 5408 |
| Total Inpatient Days (Adults & Peds) | 30356 |
| Bed Count (Adults & Peds) | 113 |
| Available Bed Days (Adults & Peds) | 41245 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3017 |
| Discharges (Title XIX; Adults & Peds) | 559 |
| Total Discharges (Adults & Peds) | 6910 |
| Care Quality Stengths | Average overall patient satisfaction. |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. |
| 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 | 52% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 209 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 22.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 13.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.9 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.6 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 6.5 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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 | 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) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.674 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.279 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.517 |
| MRSA SIR (Standardized Infection Ratio) | 3.151 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $791 |
|---|---|
| Bad Debt Expense | $3,042 |
| Uncompensated Care Cost | $2,110 |
| Total Uncompensated Care | $16,380 |
| Total Salaries | $68,064 |
|---|---|
| Overhead Expenses (Non-Salary) | $97,753 |
| Depreciation Expense | $9,481 |
| Total Operating Costs | $155,667 |
| Inpatient Charges | $144,553 |
|---|---|
| Outpatient Charges | $171,852 |
| Total Patient Charges | $316,405 |
| Core Wage Costs | $17,499 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $68,025 |
| Contract Labor (Patient Care) | $5,482 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $20 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $19,361 |
| Allowance for Doubtful Accounts | |
| Inventory | $2,114 |
| Prepaid Expenses | $210 |
| Other Current Assets | $3 |
| Total Current Assets | $24,649 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $3,737 |
| Leasehold Improvements | $10,088 |
| Fixed Equipment Value | $119,188 |
| Major Movable Equipment | $23,079 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $130,179 |
| Long-Term Investments | $22,135 |
|---|---|
| Other Assets | $1,392 |
| Total Other Assets | $23,527 |
| Total Assets | $178,355 |
| Accounts Payable | $-30,568 |
|---|---|
| Salaries & Wages Payable | $6,155 |
| Payroll Taxes Payable | |
| Short-Term Debt | $-120 |
| Deferred Revenue | |
| Other Current Liabilities | $888 |
| Total Current Liabilities | $-23,645 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $170,682 |
| Total Long-Term Liabilities | $170,682 |
| Total Liabilities | $147,037 |
| General Fund Balance | $31,318 |
|---|---|
| Total Fund Balances | $31,318 |
| Total Liabilities & Equity | $178,355 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $23,004 |
| DRG (Post-Oct 1) | $8,770 |
| Outlier Payments | |
| DSH Adjustment | $1,337 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $10,137 |
| Total IME Payments |
| Inpatient Revenue | $147,133 |
|---|---|
| Outpatient Revenue | $172,084 |
| Total Patient Revenue | $319,217 |
| Contractual Allowances & Discounts | $162,762 |
| Net Patient Revenue | $156,455 |
| Total Operating Expenses | $165,817 |
| Net Service Income | $-9,362 |
| Other Income | $11,382 |
| Total Income | $2,021 |
| Other Expenses | |
| Net Income | $2,021 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $18,876 |
| Medicaid Charges | $68,465 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |