Baystate Franklin Medical Center, located at 164 High Street in Greenfield, MA, is an 89-bed community hospital dedicated to providing expert and compassionate care. As part of the Baystate Health system, we offer advanced primary, specialty, and emergency services to Franklin County, the North Quabbin region, and surrounding communities. Our state-of-the-art surgical center, newly renovated Emergency Department, and progressive Birthplace ensure high-quality inpatient and outpatient care. With over 200 doctors and a strong commitment to patient satisfaction, you can expect exceptional healthcare close to home.
| Hospital Name | Baystate Franklin Medical Center |
|---|---|
| Facility ID | 220016 |
| Address | 164 HIGH STREET |
|---|---|
| City/Town | Greenfield |
| State | MA |
| ZIP Code | 1301 |
| County/Parish | FRANKLIN |
| Health System | Baystate Health |
|---|---|
| Health System Website Domain | baystatehealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 946 |
| Health System Hospital Locations | Massachusetts |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Baystate Health |
| Emergency Services | Yes |
Joined Baystate Franklin Medical Center on June 24, 2024, succeeding Deborah Provost. Previously served as Chief Nursing Officer since 2018 and Chief Operating Officer since 2022 at Brattleboro Memorial Hospital. Was a member of the executive leadership team responsible for developing and implementing strategic, financial, and operational goals. Provided operational, clinical, and fiscal leadership to clinical departments, led successful contract negotiations with the nursing union, improved staffing through innovative programming, and played a lead role in COVID-19 response. Prior to that, held positions as Director of Patient Experience and Director of Community Initiatives at BMH. Began her career at Baystate Franklin Medical Center in 2000 as a nursing assistant and was a registered nurse in the Emergency Department from 2004 to 2015. Holds a master's degree in nursing administration from American International College, a bachelor's degree in business administration from Kennesaw State University, and an associate degree in nursing from Greenfield Community College.
Has been Chief and Medical Director of the Baystate Franklin Medical Center Emergency Department since 2012. Also serves as the chief medical technology officer for Baystate Health. Graduated from Wesleyan University before attending Tufts University Medical School. Completed his residency training in emergency medicine at Orlando Regional Medical Center in 2005. Earned an MBA with a specialization in healthcare management from the Isenberg School of Management at UMass in 2013.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 92 |
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| FTE Employees on Payroll | 488.6 |
|---|---|
| FTE Interns & Residents | 1.25 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 6708 |
| Inpatient Days (Title XIX) | 2317 |
| Total Inpatient Days | 19534 |
| Bed Count | 89 |
| Available Bed Days | 32485 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1613 |
| Discharges (Title XIX) | 517 |
| Total Discharges | 4276 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6324 |
| Inpatient Days (Title XIX; Adults & Peds) | 1724 |
| Total Inpatient Days (Adults & Peds) | 17792 |
| Bed Count (Adults & Peds) | 83 |
| Available Bed Days (Adults & Peds) | 30295 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1613 |
| Discharges (Title XIX; Adults & Peds) | 517 |
| Total Discharges (Adults & Peds) | 4276 |
| Care Quality Stengths | High overall patient satisfaction. 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 | 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 |
| 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 | 66% |
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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 | 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) | 185 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -7.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 4.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.8 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.8 |
| 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 | 20.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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) | 0.600 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.132 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.334 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $273 |
|---|---|
| Bad Debt Expense | $3,120 |
| Uncompensated Care Cost | $1,400 |
| Total Uncompensated Care | $7,172 |
| Total Salaries | $40,933 |
|---|---|
| Overhead Expenses (Non-Salary) | $79,797 |
| Depreciation Expense | $4,935 |
| Total Operating Costs | $103,486 |
| Inpatient Charges | $83,272 |
|---|---|
| Outpatient Charges | $200,247 |
| Total Patient Charges | $283,519 |
| Core Wage Costs | $9,312 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $40,933 |
| Contract Labor (Patient Care) | $9,561 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2,088 |
|---|---|
| Short-Term Investments | $358 |
| Notes Receivable | |
| Accounts Receivable | $16,078 |
| Allowance for Doubtful Accounts | $-4,697 |
| Inventory | $2,241 |
| Prepaid Expenses | $510 |
| Other Current Assets | $1,431 |
| Total Current Assets | $18,283 |
| Land Value | $1,275 |
|---|---|
| Land Improvements Value | $3,422 |
| Building Value | $101,972 |
| Leasehold Improvements | |
| Fixed Equipment Value | $10,961 |
| Major Movable Equipment | $40,493 |
| Minor Depreciable Equipment | $1,794 |
| Health IT Assets | |
| Total Fixed Assets | $44,500 |
| Long-Term Investments | $7,309 |
|---|---|
| Other Assets | $10,009 |
| Total Other Assets | $17,319 |
| Total Assets | $80,101 |
| Accounts Payable | $6,364 |
|---|---|
| Salaries & Wages Payable | $4,725 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,314 |
| Deferred Revenue | $16 |
| Other Current Liabilities | $6,179 |
| Total Current Liabilities | $18,598 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $21,628 |
| Total Long-Term Liabilities | $21,628 |
| Total Liabilities | $40,226 |
| General Fund Balance | $24,710 |
|---|---|
| Total Fund Balances | $39,875 |
| Total Liabilities & Equity | $80,101 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $14,414 |
| Outlier Payments | |
| DSH Adjustment | $432 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $5,499 |
| Total IME Payments | $120 |
| Inpatient Revenue | $83,716 |
|---|---|
| Outpatient Revenue | $212,014 |
| Total Patient Revenue | $295,729 |
| Contractual Allowances & Discounts | $197,660 |
| Net Patient Revenue | $98,070 |
| Total Operating Expenses | $120,729 |
| Net Service Income | $-22,659 |
| Other Income | $13,711 |
| Total Income | $-8,948 |
| Other Expenses | |
| Net Income | $-8,948 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $15,956 |
| Medicaid Charges | $61,534 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |