UMass Memorial Health – Harrington

UMass Memorial Health – Harrington, located at 100 South Street in Southbridge, MA, is dedicated to providing high-quality care close to home. As part of the UMass Memorial Health system, Harrington offers a wide range of specialties, including cancer care, cardiology, emergency services with a behavioral health emergency pod, and comprehensive outpatient services. Committed to building healthier communities, UMass Memorial Health – Harrington focuses on addressing health disparities and providing patient-centric care. The hospital features a new state-of-the-art ICU to enhance critical care outcomes. For a consultation or to schedule a behavioral health appointment, call 508-765-2222.

Identifiers

Hospital Name UMass Memorial Health – Harrington
Facility ID 220019

Location

Address 100 SOUTH STREET
City/Town Southbridge
State MA
ZIP Code 1550
County/Parish WORCESTER

Health System

Health System Umass Memorial Health
Health System Website Domain ummhealth.org
Recently Joined Health System (Past 4 Years) Yes

Health System Size & Scope

Health System Total Hospitals 6
Health System Total Beds 870
Health System Hospital Locations Massachusetts

Ownership & Characteristics

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

Ed Moore

President

As President of UMass Memorial Health - Harrington, Ed Moore is responsible for the hospital’s overall operation and expansion and the entire UMass Memorial Health - Harrington System. [16]

Jess Calcidise

Chief Nurse Operator and Chief Operations Officer

Jessica Calcidise has seen firsthand the challenges of caring for patients in a hospital without enough beds. Now the chief nursing officer, she has cared for patients at Harrington Hospital for more than eight years. [6]

Christopher Canniff

Vice President, Administration

NA

Angela Chviek

Senior Director Strategic Planning, Philanthropy and Outreach

NA

Harry Lemieux

Vice President Plant Operations

NA

Steven McCue

Chief Financial Officer

NA

Greg Mirhej

Vice President, Behavioral Health

NA

Dr. Frank Powers

Vice President of Medical Affairs and Chief Medical Officer

NA

Aretha Still

Executive Director of Harrington Physician Services

NA

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 113

Staffing & Personnel

FTE Employees on Payroll 967.64
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 8292
Inpatient Days (Title XIX) 5811
Total Inpatient Days 28297
Bed Count 129
Available Bed Days 47085
Discharges (Title V) NA
Discharges (Title XVIII) 1372
Discharges (Title XIX) 311
Total Discharges 4339

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 7621
Inpatient Days (Title XIX; Adults & Peds) 5460
Total Inpatient Days (Adults & Peds) 26289
Bed Count (Adults & Peds) 123
Available Bed Days (Adults & Peds) 44895
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1372
Discharges (Title XIX; Adults & Peds) 311
Total Discharges (Adults & Peds) 4339

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Low overall patient satisfaction. 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.

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 63%

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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 240

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 40.7
Readmission Score Hospital Return Days for Pneumonia Patients 11.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.7
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.2
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.4
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.3
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 22.1
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.9
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 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 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 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) 0.393
CAUTI SIR (Standardized Infection Ratio) 0.796
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.234
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $591
Bad Debt Expense $6,200
Uncompensated Care Cost $2,481
Total Uncompensated Care $6,943

Operating Expenses ($ thousands)

Total Salaries $75,206
Overhead Expenses (Non-Salary) $81,109
Depreciation Expense $4,866
Total Operating Costs $130,138

Charges ($ thousands)

Inpatient Charges $106,135
Outpatient Charges $330,439
Total Patient Charges $436,574

Wage-Related Details ($ thousands)

Core Wage Costs $15,321
Wage Costs (RHC/FQHC)
Adjusted Salaries $75,206
Contract Labor (Patient Care) $2,615
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $6,277
Short-Term Investments
Notes Receivable
Accounts Receivable $16,592
Allowance for Doubtful Accounts
Inventory $2,668
Prepaid Expenses $788
Other Current Assets
Total Current Assets $28,003

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,295
Land Improvements Value $3,034
Building Value $15,929
Leasehold Improvements $73,900
Fixed Equipment Value $6,028
Major Movable Equipment $26,075
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $66,459

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $37,887
Other Assets $344
Total Other Assets $38,231
Total Assets $132,693

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $13,110
Salaries & Wages Payable $6,939
Payroll Taxes Payable
Short-Term Debt $1,367
Deferred Revenue
Other Current Liabilities $941
Total Current Liabilities $23,517

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $39,251
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $39,251
Total Liabilities $62,768

Balance Sheet – Equity ($ thousands)

General Fund Balance $69,925
Total Fund Balances $69,925
Total Liabilities & Equity $132,693

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $13,699
Outlier Payments
DSH Adjustment $721
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $106,132
Outpatient Revenue $345,084
Total Patient Revenue $451,216
Contractual Allowances & Discounts $301,407
Net Patient Revenue $149,809
Total Operating Expenses $156,315
Net Service Income $-6,506
Other Income $6,136
Total Income $-370
Other Expenses $0
Net Income $-370

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $25,778
Medicaid Charges $101,967
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing Yes--In Process of Replacing

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No