Aspirus Rhinelander Hospital, located at 2251 North Shore Drive in Rhinelander, WI, is a 99-bed facility providing comprehensive healthcare services for all ages. Our dedicated team of board-certified providers offers a wide range of services, including general surgery, cancer care, women's health, and emergency medicine. We also provide on-site primary care and specialty services, all focused on your well-being. With advanced technology and a patient-centered approach, Aspirus Rhinelander Hospital is committed to healing, promoting health, and strengthening our community. Additionally, we offer rehabilitation services, including physical, occupational, and speech therapy.
| Hospital Name | Aspirus Rhinelander Hospital |
|---|---|
| Facility ID | 520019 |
| Address | 2251 NORTH SHORE DR |
|---|---|
| City/Town | Rhinelander |
| State | WI |
| ZIP Code | 54501 |
| County/Parish | ONEIDA |
| Health System | Aspirus Health |
|---|---|
| Health System Website Domain | aspirus.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 17 |
|---|---|
| Health System Total Beds | 1381 |
| Health System Hospital Locations | Michigan, Minnesota and Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Aspirus Health |
| Emergency Services | Yes |
Chris Blair has joined Aspirus Health as the new Vice President and Chief Administrative Officer (CAO) for the North Wisconsin Division, serving as a senior executive at Aspirus Rhinelander Hospital and Aspirus Tomahawk Hospital. [2, 3, 7] He is a dedicated leader and Navy veteran with more than 30 years of experience in the health care field. [2, 3, 7] A Hospital Corpsman and registered nurse by training, Blair most recently served as the Chief Executive Officer for Northwest Medical Center in Bentonville, Arkansas, and was a CAO for Siloam Springs Regional Hospital in Arkansas. [2, 3] He also spent five years with Baylor Scott & White Medical Center in Grapevine, Texas, where he served as the Progressive Care Unit/Inpatient Rehab Director from 2017 to 2021 and as the Director of Business Development from 2021 to 2022. [2, 3] Blair earned his Bachelor of Science in nursing from Excelsior College in Albany, New York, and a Master of Business Administration from Texas Woman's University in Denton, Texas. [2, 3]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 99 |
|---|
| FTE Employees on Payroll | 335.1 |
|---|---|
| FTE Interns & Residents | 0.62 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3790 |
| Inpatient Days (Title XIX) | 781 |
| Total Inpatient Days | 9968 |
| Bed Count | 42 |
| Available Bed Days | 15330 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 634 |
| Discharges (Title XIX) | 197 |
| Total Discharges | 2736 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2366 |
| Inpatient Days (Title XIX; Adults & Peds) | 725 |
| Total Inpatient Days (Adults & Peds) | 6784 |
| Bed Count (Adults & Peds) | 22 |
| Available Bed Days (Adults & Peds) | 8030 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 634 |
| Discharges (Title XIX; Adults & Peds) | 197 |
| Total Discharges (Adults & Peds) | 2736 |
| Care Quality Stengths | Average overall patient satisfaction. 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 | Hospital has had some challengs with infection rates being high. |
| 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 | 62% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | No Different 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 | |
| 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) | 137 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 15.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -22.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 13.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.4 |
| 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 | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.7 |
| 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 | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| 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 | 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 4.869 |
| CDI SIR (Standardized Infection Ratio) | 0.289 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $1,237 |
|---|---|
| Bad Debt Expense | $8,425 |
| Uncompensated Care Cost | $3,938 |
| Total Uncompensated Care | $3,938 |
| Total Salaries | $89,164 |
|---|---|
| Overhead Expenses (Non-Salary) | $135,232 |
| Depreciation Expense | $7,170 |
| Total Operating Costs | $188,066 |
| Inpatient Charges | $82,990 |
|---|---|
| Outpatient Charges | $508,966 |
| Total Patient Charges | $591,956 |
| Core Wage Costs | $10,731 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $89,164 |
| Contract Labor (Patient Care) | $5,280 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $494 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $30,278 |
| Allowance for Doubtful Accounts | $-5,848 |
| Inventory | $5,079 |
| Prepaid Expenses | $383 |
| Other Current Assets | $3,126 |
| Total Current Assets | $33,512 |
| Land Value | $5,177 |
|---|---|
| Land Improvements Value | $3,373 |
| Building Value | $64,069 |
| Leasehold Improvements | |
| Fixed Equipment Value | $144 |
| Major Movable Equipment | $19,638 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $78,330 |
| Long-Term Investments | |
|---|---|
| Other Assets | $2,170 |
| Total Other Assets | $2,170 |
| Total Assets | $114,012 |
| Accounts Payable | $3,686 |
|---|---|
| Salaries & Wages Payable | $3,627 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $7,312 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $58,451 |
| Total Long-Term Liabilities | $58,451 |
| Total Liabilities | $65,763 |
| General Fund Balance | $48,249 |
|---|---|
| Total Fund Balances | $48,249 |
| Total Liabilities & Equity | $114,012 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,923 |
| DRG (Post-Oct 1) | $3,002 |
| Outlier Payments | |
| DSH Adjustment | $178 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $3,798 |
| Total IME Payments | $33 |
| Inpatient Revenue | $11,480 |
|---|---|
| Outpatient Revenue | $17,179 |
| Total Patient Revenue | $28,659 |
| Contractual Allowances & Discounts | $392,146 |
| Net Patient Revenue | $-363,487 |
| Total Operating Expenses | $224,396 |
| Net Service Income | $-587,883 |
| Other Income | $-15,388 |
| Total Income | $-603,271 |
| Other Expenses | |
| Net Income | $-603,271 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $21,724 |
| Medicaid Charges | $46,493 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |