Aspirus Rhinelander Hospital

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.

Identifiers

Hospital Name Aspirus Rhinelander Hospital
Facility ID 520019

Location

Address 2251 NORTH SHORE DR
City/Town Rhinelander
State WI
ZIP Code 54501
County/Parish ONEIDA

Health System

Health System Aspirus Health
Health System Website Domain aspirus.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 17
Health System Total Beds 1381
Health System Hospital Locations Michigan, Minnesota and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Aspirus Health
Emergency Services Yes

Chris Blair

Vice President and Chief Administrative Officer for the North Wisconsin Division

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]

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 99

Staffing & Personnel

FTE Employees on Payroll 335.1
FTE Interns & Residents 0.62

Inpatient Utilization

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

Adult & Pediatric Subtotal

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

Quality Summary

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.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 62%

Mortality Group Indicators

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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 137

Readmission Scores & Groups

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

Infection SIRs

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 Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,237
Bad Debt Expense $8,425
Uncompensated Care Cost $3,938
Total Uncompensated Care $3,938

Operating Expenses ($ thousands)

Total Salaries $89,164
Overhead Expenses (Non-Salary) $135,232
Depreciation Expense $7,170
Total Operating Costs $188,066

Charges ($ thousands)

Inpatient Charges $82,990
Outpatient Charges $508,966
Total Patient Charges $591,956

Wage-Related Details ($ thousands)

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)

Balance Sheet – Current Assets ($ thousands)

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

Balance Sheet – Fixed Assets ($ thousands)

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

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $2,170
Total Other Assets $2,170
Total Assets $114,012

Balance Sheet – Current Liabilities ($ thousands)

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

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $58,451
Total Long-Term Liabilities $58,451
Total Liabilities $65,763

Balance Sheet – Equity ($ thousands)

General Fund Balance $48,249
Total Fund Balances $48,249
Total Liabilities & Equity $114,012

DRG & Program Payments ($ thousands)

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

Revenue & Income Statement ($ thousands)

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

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $21,724
Medicaid Charges $46,493
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Infor
ERP Version Cloudsuite
EHR is Changing No