Avera Queen of Peace Hospital

Avera Queen of Peace Hospital, located in Mitchell, SD, is your trusted regional healthcare provider, offering expert care close to home. With a Level IV Trauma Center, advanced technology, and a wide range of specialty services, including comprehensive inpatient and outpatient care, we are equipped to meet your family's needs. Our dedicated team of physicians and staff are committed to providing compassionate, quality care guided by Christian values. Experience medical excellence and innovation at Avera Queen of Peace, where we are dedicated to your health and well-being. We have free parking available and are easy to find at the intersection of East 5th Avenue and Foster Street.

Identifiers

Hospital Name Avera Queen of Peace Hospital
Facility ID 431340

Location

Address 525 N FOSTER
City/Town Mitchell
State SD
ZIP Code 57301
County/Parish DAVISON

Health System

Health System Avera Health
Health System Website Domain avera.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 35
Health System Total Beds 1519
Health System Hospital Locations Iowa, Minnesota, Nebraska and South Dakota

Ownership & Characteristics

Hospital Type Critical Access Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Avera Health
Emergency Services Yes

Dr. Hilary Rockwell

Regional President and CEO, Avera Queen of Peace Hospital

Became Regional President and CEO of Avera Queen of Peace Hospital effective July 1, 2023. [5, 6] Previously served as Chief Medical Officer at Avera Queen of Peace since March 2020. [5, 6] She is an emergency medicine physician. [10] Her vision for Avera Queen of Peace was mentioned. [6]

Julie Hoffmann

Vice President of Patient Services, Avera Queen of Peace Hospital

Selected to serve as the Vice President of Patient Services at Avera Queen of Peace Hospital effective February 2, 2022. [7] Had been the interim Vice President of Patient Services since July 2021 while also continuing in her role as the administrator of Avera Brady Health and Rehabilitation. [7] Has spent more than three decades working for Avera Queen of Peace Hospital in roles including Medical Floor nurse, Radiation Oncology certified nurse, and Director of Nursing for Avera Brady Health and Rehabilitation. [7] Became the administrator of Avera Brady in 2015. [7] Serves on the Avera Queen of Peace Hospital senior leadership council and oversees the operations of the facility’s patient care departments. [7]

Dr. Darren Manthey

Chief Medical Officer, Avera Queen of Peace Hospital

Became the new Chief Medical Officer for Avera Queen of Peace Hospital starting March 1, 2023. [13] Continues to practice in the Avera Queen of Peace Hospital Emergency Department. [13] Attended the Avera Physician Academy. [13] Has worked in emergency medicine for almost 20 years and in the AQOP Emergency Department since 2015. [13] Went to the University of Minnesota Medical School and did his residency at the HealthPartners Institute/Regions Hospital in St. Paul, Minn. [13] Is board certified by the American Board of Emergency Medicine. [13] Primary responsibility for developing and strengthening physician and clinic relationships throughout the Mitchell region, representing the physician perspective and serving as a physician advocate promoting effective physician and health system relationships and clinical quality improvements. [13]

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 25

Staffing & Personnel

FTE Employees on Payroll 457.77
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2745
Inpatient Days (Title XIX) 609
Total Inpatient Days 6211
Bed Count 25
Available Bed Days 8625
Discharges (Title V) NA
Discharges (Title XVIII) 688
Discharges (Title XIX) 153
Total Discharges 1611

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1856
Inpatient Days (Title XIX; Adults & Peds) 310
Total Inpatient Days (Adults & Peds) 3859
Bed Count (Adults & Peds) 19
Available Bed Days (Adults & Peds) 6555
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 688
Discharges (Title XIX; Adults & Peds) 153
Total Discharges (Adults & Peds) 1611

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours
Care Quality Concerns

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
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
Mortality Group – Death Rate for Heart Failure Patients
Mortality Group – Death Rate for Pneumonia Patients
Mortality Group – Death Rate for Stroke Patients
Mortality Group – Pressure Ulcer Rate
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
Mortality Group – Iatrogenic Pneumothorax Rate
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate
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
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 96

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients Not Available
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.2
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.1
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 Not Available
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate Not Available
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Pneumonia Patients Number of Cases Too Small
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 Number of Cases Too Small
Readmission Group Heart Failure (HF) 30-Day Readmission Rate Number of Cases Too Small
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 Number of Cases Too Small

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) NA
CAUTI SIR (Standardized Infection Ratio) NA
SSI SIR (Standardized Infection Ratio) NA
CDI SIR (Standardized Infection Ratio) NA
MRSA SIR (Standardized Infection Ratio) NA

Fiscal Period

Fiscal Year Begin Jul 21, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $159
Bad Debt Expense $3,106
Uncompensated Care Cost $882
Total Uncompensated Care $973

Operating Expenses ($ thousands)

Total Salaries $46,502
Overhead Expenses (Non-Salary) $53,420
Depreciation Expense $3,905
Total Operating Costs $74,300

Charges ($ thousands)

Inpatient Charges $65,255
Outpatient Charges $254,236
Total Patient Charges $319,492

Wage-Related Details ($ thousands)

Core Wage Costs
Wage Costs (RHC/FQHC)
Adjusted Salaries
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-354
Short-Term Investments
Notes Receivable
Accounts Receivable $143,664
Allowance for Doubtful Accounts $-109,092
Inventory $2,183
Prepaid Expenses $527
Other Current Assets
Total Current Assets $37,836

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,823
Land Improvements Value $3,010
Building Value $80,590
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $35,291
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $46,818

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $75,754
Other Assets
Total Other Assets $85,130
Total Assets $169,784

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,241
Salaries & Wages Payable $4,238
Payroll Taxes Payable $626
Short-Term Debt $643
Deferred Revenue $137
Other Current Liabilities $469
Total Current Liabilities $9,619

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $30,716
Long-Term Notes Payable $769
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $31,485
Total Liabilities $41,104

Balance Sheet – Equity ($ thousands)

General Fund Balance $128,680
Total Fund Balances $128,680
Total Liabilities & Equity $169,784

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $66,867
Outpatient Revenue $290,177
Total Patient Revenue $357,044
Contractual Allowances & Discounts $234,145
Net Patient Revenue $122,899
Total Operating Expenses $130,071
Net Service Income $-7,172
Other Income $16,725
Total Income $9,552
Other Expenses $64
Net Income $9,488

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $4,680
Medicaid Charges $20,525
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