Methodist Fremont Health, located at 450 East 23rd Street in Fremont, Nebraska, is dedicated to improving the health of our communities through compassionate care, education, and innovation. As a leading medical center serving Dodge and surrounding counties, we offer a wide range of specialties, including cancer care, cardiology, emergency services, and behavioral health, with over 100 active physicians. Our 75-bed medical center includes a skilled nursing facility, Dunklau Gardens, and a 24/7 Emergency Department that treats over 17,000 patients annually. With a mission to provide exceptional and cost-effective healthcare, Methodist Fremont Health is committed to being the trusted choice for health and wellness in the region.
| Hospital Name | Methodist Fremont Health |
|---|---|
| Facility ID | 280077 |
| Address | 450 EAST 23RD ST |
|---|---|
| City/Town | Fremont |
| State | NE |
| ZIP Code | 68025 |
| County/Parish | DODGE |
| Health System | Nebraska Methodist Health System |
|---|---|
| Health System Website Domain | bestcare.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 326 |
| Health System Hospital Locations | Iowa and Nebraska |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Nebraska Methodist Health System |
| Emergency Services | Yes |
Has served as Methodist Fremont Health's president and CEO since September 2024. Previously vice president of Integrated Service for Methodist Health System for four years. Prior to that, vice president of operations at Methodist Fremont Health for eight years. Before joining Methodist, was regional publisher of the Fremont Tribune and Columbus Telegram and marketing director at the Lincoln Journal Star. Has taught at the University of Nebraska-Lincoln and Midland University. Earned bachelor's and master's degrees from the University of Nebraska-Lincoln. Involved in the Fremont community, including past board president roles.
Vice President, Ancillary and Professional Services for Methodist Fremont Health. Oversees services including laboratory, radiology, pharmacy, cardio-pulmonary, sleep, rehabilitation, radiation oncology and cancer care. Over 15 years of experience in healthcare administration. Came to Methodist from Children's Hospital & Medical Center in Omaha, where he was director of the Criss Heart Center. Previously practice administrator for congenital heart surgery at Texas Children's Hospital in Houston. At Baylor College of Medicine surgery department in Houston, served as manager of financial reporting before becoming director of business operations. Also inpatient business manager and administrative fellow at the University of Texas MD Anderson Cancer Center in Houston. Received master's degree in business administration from the University of Missouri Trulaske College of Business and his master's degree in health care administration from the University of Missouri School of Medicine. Also has a degree from the University of Nebraska-Lincoln.
Vice President, Chief Nursing Executive for Methodist Fremont Health. Has served as vice president of patient services and chief nursing officer since 2019. Oversees patient services, including medical/surgical unit, telemetry, intensive care, the Labor and Delivery Department, the Emergency Department, case management, perioperative services, outpatient services, and the behavioral health division. Joined Methodist Fremont Health in 2014 as the director of acute care after years of nursing leadership roles in hospitals in Nebraska and Iowa. Holds MSAS, BSN, RN, CENP.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 90 |
|---|
| FTE Employees on Payroll | 1 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3516 |
| Inpatient Days (Title XIX) | 377 |
| Total Inpatient Days | 8530 |
| Bed Count | 50 |
| Available Bed Days | 18250 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 905 |
| Discharges (Title XIX) | 526 |
| Total Discharges | 2533 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3516 |
| Inpatient Days (Title XIX; Adults & Peds) | 7 |
| Total Inpatient Days (Adults & Peds) | 7925 |
| Bed Count (Adults & Peds) | 50 |
| Available Bed Days (Adults & Peds) | 18250 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 905 |
| Discharges (Title XIX; Adults & Peds) | 526 |
| Total Discharges (Adults & Peds) | 2533 |
| Care Quality Stengths | High overall patient satisfaction. Patients were very positive about the quiet atmosphere of the hospital. 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 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 | 66% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | |
| 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) | 138 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -11.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -11.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.5 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Worse 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 | No Different Than the National Rate |
| 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) | 2.048 |
| CDI SIR (Standardized Infection Ratio) | 0.779 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $3,567 |
|---|---|
| Bad Debt Expense | $4,551 |
| Uncompensated Care Cost | $4,979 |
| Total Uncompensated Care | $10,611 |
| Total Salaries | $44,568 |
|---|---|
| Overhead Expenses (Non-Salary) | $76,243 |
| Depreciation Expense | $5,627 |
| Total Operating Costs | $108,766 |
| Inpatient Charges | $118,067 |
|---|---|
| Outpatient Charges | $233,238 |
| Total Patient Charges | $351,306 |
| Core Wage Costs | $9,396 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $44,568 |
| Contract Labor (Patient Care) | $8,563 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $4,984 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $21,306 |
| Allowance for Doubtful Accounts | |
| Inventory | $2,036 |
| Prepaid Expenses | $632 |
| Other Current Assets | |
| Total Current Assets | $26,210 |
| Land Value | $5,399 |
|---|---|
| Land Improvements Value | $508 |
| Building Value | $10,636 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $22,496 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $18,535 |
| Long-Term Investments | $73,263 |
|---|---|
| Other Assets | $2,805 |
| Total Other Assets | $76,068 |
| Total Assets | $120,813 |
| Accounts Payable | $1,654 |
|---|---|
| Salaries & Wages Payable | $4,443 |
| Payroll Taxes Payable | |
| Short-Term Debt | $5,599 |
| Deferred Revenue | |
| Other Current Liabilities | $493 |
| Total Current Liabilities | $12,189 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $39,225 |
| Total Long-Term Liabilities | $39,225 |
| Total Liabilities | $51,414 |
| General Fund Balance | $60,497 |
|---|---|
| Total Fund Balances | $69,399 |
| Total Liabilities & Equity | $120,813 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,387 |
| DRG (Post-Oct 1) | $2,087 |
| Outlier Payments | |
| DSH Adjustment | $81 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $118,067 |
|---|---|
| Outpatient Revenue | $233,238 |
| Total Patient Revenue | $351,306 |
| Contractual Allowances & Discounts | $221,331 |
| Net Patient Revenue | $129,975 |
| Total Operating Expenses | $120,811 |
| Net Service Income | $9,164 |
| Other Income | $2,173 |
| Total Income | $11,337 |
| Other Expenses | $115 |
| Net Income | $11,222 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $9,850 |
| Medicaid Charges | $50,008 |
| 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 |