Daviess Community Hospital, located in Washington, Indiana, has been providing excellent healthcare services to the local area since 1913. As a not-for-profit hospital with 48 beds, six specialty clinics, and seven outpatient clinics, we offer big-city level care with a personal touch. Daviess Community Hospital is dedicated to improving the health of the communities it serves. With over 25 specialties, two outpatient rehabilitation therapy locations, EMS services, and primary care locations, we strive for excellence and innovation, ensuring you have a team of experts by your side every step of the way.
| Hospital Name | Daviess Community Hospital |
|---|---|
| Facility ID | 150061 |
| Address | 1314 E WALNUT ST |
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| City/Town | Washington |
| State | IN |
| ZIP Code | 47501 |
| County/Parish | DAVIESS |
| Health System | Independent |
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| Health System Website Domain | dchosp.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
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| Health System Total Beds | 80 |
| Health System Hospital Locations | Indiana |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Daviess Community Hospital |
| Emergency Services | Yes |
MSHA, MBA, FACHE. Joined DCH in 2025. Brings more than a decade of healthcare leadership experience across hospital operations, physician engagement, and rural health advancement. Prior to joining DCH, held executive leadership roles in both hospital and physician group settings across Indiana, Kentucky and Illinois. Earned a Master of Science in Health Administration and a Master of Business Administration from the University of Alabama at Birmingham. Fellow of the American College of Healthcare Executives. Serves on the boards of the Indiana Medical Group Management Association and the Indiana Physicians Health Alliance. Active member of the Indiana Rural Health Association and the Healthcare Financial Management Association. Passionate about community involvement and looks forward to building strong relationships throughout Daviess County and leading DCH's continued growth.
CPA. Locally, is a member of the Bloomfield Rotary Club, a volunteer at Lyons Community Food Pantry, is a Youth Development Coach at DistinXion, and serves as WRV's Varsity and Junior High soccer coach and the Varsity girls' basketball coach. She and her husband, Matt, have two daughters, Maddy and Molly.
MSN, RN. A Washington native and 2016 graduate of Washington High School. Born at DCH and has deep roots in the community. Earned her Bachelor of Science in Nursing from the University of Southern Indiana in 2020 and her Master of Science in Nursing Leadership and Management from Western Governors University in 2021. Recognized by Custom Learning Systems as a Motivating Administrator for her leadership and commitment to healthcare excellence in 2024. She and her husband, Myles, have a two-year-old son, Myles, and continue to support local endeavors, including Jake's Lawn Care Service, LLC.
PT, MPT, ATC. Oversees day-to-day operational functions, ensuring high-quality patient care, financial stability, regulatory compliance and operational efficiency. Collaborates closely with the executive leadership team to develop and implement strategic initiatives. During his tenure at DCH, has directed inpatient and outpatient therapy services, expanded rehabilitation and orthopedic offerings, and worked with a diverse range of clinical teams. Previously served as Director of Rehabilitation Therapy. Led staff across multiple facilities. Under his guidance, DCH enhanced services for patients undergoing joint replacements and grew collaborations with medical providers and referral sources. Holds a Bachelor of Science and a Master of Physical Therapy from the University of Evansville, graduating magna cum laude.
Appointed effective July 22, [2024]. Received her Associate of Science in Nursing from Vincennes University in 2011 and her Bachelor of Science in Nursing from Western Governors University in 2012. Recently completed her MBA from Capella University. Brings a wealth of experience and expertise. Strong background in practice management and value-based care. Previous roles included operations manager at Good Samaritan Hospital and senior clinical program consultant at UnitedHealthcare. Proven success in strategic planning, management of 75+ employees, and excellent working relationships with both internal and external customers. Resides in Montgomery, Ind. Enjoys baking, home improvement projects, watching her husband, Michael, play golf, and traveling with their 1-year-old daughter, Quincy. Originally from Washington, Indiana. Serves as a key leader for the Medical Practice Division. Works collaboratively with the CEO to provide leadership and accountability in clinical quality and performance, patient satisfaction, strategic planning, administrative and fiscal operations, facility leadership, and community relations. Has effective leadership skills, strong interpersonal and communication abilities, and capacity to work as part of the hospital and medical practice teams.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 80 |
|---|
| FTE Employees on Payroll | 298.95 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1027 |
| Inpatient Days (Title XIX) | 200 |
| Total Inpatient Days | 3888 |
| Bed Count | 42 |
| Available Bed Days | 15330 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 358 |
| Discharges (Title XIX) | 274 |
| Total Discharges | 1117 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 760 |
| Inpatient Days (Title XIX; Adults & Peds) | 112 |
| Total Inpatient Days (Adults & Peds) | 2427 |
| Bed Count (Adults & Peds) | 37 |
| Available Bed Days (Adults & Peds) | 13505 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 358 |
| Discharges (Title XIX; Adults & Peds) | 274 |
| Total Discharges (Adults & Peds) | 1117 |
| Care Quality Stengths | Average overall patient satisfaction. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns | Hospital struggles with high infection rates |
| 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 | 64% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | 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 | |
| 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 | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| 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) | 109 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -12.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -26 |
| 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 | 11.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| 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 | 17.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15 |
| 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 | Fewer Days Than Average 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) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.000 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $116 |
|---|---|
| Bad Debt Expense | $3,276 |
| Uncompensated Care Cost | $1,376 |
| Total Uncompensated Care | $12,146 |
| Total Salaries | $29,288 |
|---|---|
| Overhead Expenses (Non-Salary) | $42,782 |
| Depreciation Expense | $3,221 |
| Total Operating Costs | $57,469 |
| Inpatient Charges | $36,602 |
|---|---|
| Outpatient Charges | $112,144 |
| Total Patient Charges | $148,746 |
| Core Wage Costs | $3,652 |
|---|---|
| Wage Costs (RHC/FQHC) | $517 |
| Adjusted Salaries | $29,555 |
| Contract Labor (Patient Care) | $969 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $19,255 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $19,209 |
| Allowance for Doubtful Accounts | $-10,108 |
| Inventory | $1,988 |
| Prepaid Expenses | $448 |
| Other Current Assets | |
| Total Current Assets | $31,702 |
| Land Value | $1,281 |
|---|---|
| Land Improvements Value | $688 |
| Building Value | $65,807 |
| Leasehold Improvements | $39 |
| Fixed Equipment Value | $11,900 |
| Major Movable Equipment | $32,925 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $25,363 |
| Long-Term Investments | $4,807 |
|---|---|
| Other Assets | $2,133 |
| Total Other Assets | $6,940 |
| Total Assets | $64,005 |
| Accounts Payable | $1,928 |
|---|---|
| Salaries & Wages Payable | $-0 |
| Payroll Taxes Payable | $621 |
| Short-Term Debt | $1,976 |
| Deferred Revenue | |
| Other Current Liabilities | $-636 |
| Total Current Liabilities | $3,890 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $10,316 |
| Total Long-Term Liabilities | $10,316 |
| Total Liabilities | $14,207 |
| General Fund Balance | $49,798 |
|---|---|
| Total Fund Balances | $49,798 |
| Total Liabilities & Equity | $64,005 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,920 |
| DRG (Post-Oct 1) | $539 |
| Outlier Payments | |
| DSH Adjustment | $74 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $1,041 |
| Total IME Payments |
| Inpatient Revenue | $44,348 |
|---|---|
| Outpatient Revenue | $127,137 |
| Total Patient Revenue | $171,485 |
| Contractual Allowances & Discounts | $110,111 |
| Net Patient Revenue | $61,374 |
| Total Operating Expenses | $72,070 |
| Net Service Income | $-10,696 |
| Other Income | $2,301 |
| Total Income | $-8,395 |
| Other Expenses | |
| Net Income | $-8,395 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,086 |
| Medicaid Charges | $30,687 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Altera Paragon |
|---|---|
| EHR Version | Paragon |
| EHR is Changing | No |
| ERP | Community HIS Solution |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |