Clay County Medical Center, located at 617 Liberty in Clay Center, KS, is a 25-bed critical access hospital dedicated to providing exceptional and compassionate healthcare to our community. We offer a wide range of services, including emergency care, obstetrics, acute care, and skilled nursing, supported by state-of-the-art diagnostic services such as MRI, CT scans, and digital mammography. Our mission is to improve the health of the people in our communities by delivering quality, compassionate care to everyone, every time. We strive to be the first choice of patients, physicians, and employees, ensuring high-quality care close to home. With a patient satisfaction rating of 94 out of 100, we are committed to enhancing the health and comfort of our patients through sensitivity, caring, and professionalism.
| Hospital Name | Clay County Medical Center |
|---|---|
| Facility ID | 171371 |
| Address | 617 LIBERTY |
|---|---|
| City/Town | Clay Center |
| State | KS |
| ZIP Code | 67432 |
| County/Parish | CLAY |
| Health System | Independent |
|---|---|
| Health System Website Domain | ccmcks.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Kansas |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Governmental, County |
| Emergency Services | Yes |
FACHE. [7] Serving the healthcare needs of local and surrounding communities since 1903. [7] Believes healthcare is evolving with the advancement of medicine and technology providing access to better services. [7] Desires to provide the best care in the region and strives to establish a personal and trusting relationship with everyone. [7] Patients have praised the staff, who are dedicated to well-being. [7] Values the outstanding relationship between physicians and hospital staff as crucial for continuity of care. [7] Has invested in people because great medical care is an art as well as a science. [7] Pledges to treat patients with sensitivity and understanding. [7] Desires to create a positive and healing experience and wants patients to feel comfortable and involved in their plan of care. [7] Has an open door policy for concerns or positive experiences. [7] Austin is a Fellow of the American College of Healthcare Executives and was awarded the American College of Healthcare Executives Senior-Level Healthcare Executive Regent's Award in 2022. [6] He became a National Rural Health Association Rural Health Fellow in 2018. [6] Since 2015, Gillard has led CCMC through several construction projects, acquiring and opening five rural health clinics, recruited several medical providers and specialists, and has led CCMC to be a Top 20 Hospital in the U.S. in 2020 and 2021 in patient quality, outcomes, and price. [10]
NA
NA
NA
NA
NA
Grew up in a rural community and understood the importance of a modern, well-kept medical facility. [8] Was impressed with how CCMC responded under the leadership of Austin Gillard during the COVID-19 pandemic. [8] Had a fantastic experience when his daughter was born at CCMC in February 2020. [8] Witnessing Clay County Medical Center continue to flourish in Clay Center and the surrounding communities is why he wanted to work there. [8] Received a Bachelor's Degree in Broadcasting, Marketing, and Management from the University of Nebraska at Kearney. [8] Past roles include Media Analyst at Mercy Refugee House in Seattle, WA, News Director at KFRM and KCLY in Clay Center, KS, and Marketing and Fundraising Director at KSDS Assistance Dogs, Inc. in Washington, KS. [8] Enjoys running, kayaking, or spending time with his family in his free time. [8] His family loves the outdoors and spending time on the water. [8] Received his scuba diving certification in 2021. [8] Is currently training to run a Ragnar Trail Race. [8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 142.19 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2005 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 2875 |
| Bed Count | 20 |
| Available Bed Days | 7300 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 329 |
| Discharges (Title XIX) | NA |
| Total Discharges | 542 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1269 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 1863 |
| Bed Count (Adults & Peds) | 20 |
| Available Bed Days (Adults & Peds) | 7300 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 329 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 542 |
| Care Quality Stengths | High 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. Patients were very positive about the cleanliness of the hospital. 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 |
| 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 | 89% |
|---|
| 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 | |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 133 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -12.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 2.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| 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 | Not Available |
| 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 | 18.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20 |
| 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 | 16.5 |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Number of cases too small |
| 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 | Not Available |
| 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) | 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 Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $331 |
|---|---|
| Bad Debt Expense | $995 |
| Uncompensated Care Cost | $832 |
| Total Uncompensated Care | $2,113 |
| Total Salaries | $15,259 |
|---|---|
| Overhead Expenses (Non-Salary) | $19,635 |
| Depreciation Expense | $3,111 |
| Total Operating Costs | $31,241 |
| Inpatient Charges | $6,804 |
|---|---|
| Outpatient Charges | $45,045 |
| Total Patient Charges | $51,849 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $15,592 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $6,941 |
| Allowance for Doubtful Accounts | $-2,595 |
| Inventory | $263 |
| Prepaid Expenses | $374 |
| Other Current Assets | $69 |
| Total Current Assets | $21,886 |
| Land Value | $411 |
|---|---|
| Land Improvements Value | $2,345 |
| Building Value | $34,426 |
| Leasehold Improvements | |
| Fixed Equipment Value | $4,701 |
| Major Movable Equipment | $10,761 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $26,088 |
| Long-Term Investments | $2,836 |
|---|---|
| Other Assets | $1,874 |
| Total Other Assets | $4,710 |
| Total Assets | $52,684 |
| Accounts Payable | $1,101 |
|---|---|
| Salaries & Wages Payable | $1,652 |
| Payroll Taxes Payable | |
| Short-Term Debt | $725 |
| Deferred Revenue | |
| Other Current Liabilities | $88 |
| Total Current Liabilities | $3,566 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $14,507 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $982 |
| Total Long-Term Liabilities | $15,490 |
| Total Liabilities | $19,056 |
| General Fund Balance | $33,628 |
|---|---|
| Total Fund Balances | $33,628 |
| Total Liabilities & Equity | $52,684 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $7,282 |
|---|---|
| Outpatient Revenue | $47,137 |
| Total Patient Revenue | $54,419 |
| Contractual Allowances & Discounts | $23,950 |
| Net Patient Revenue | $30,469 |
| Total Operating Expenses | $34,894 |
| Net Service Income | $-4,425 |
| Other Income | $6,300 |
| Total Income | $1,875 |
| Other Expenses | $0 |
| Net Income | $1,875 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $701 |
| Medicaid Charges | $3,289 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium CommunityWorks |
|---|---|
| EHR Version | Oracle Health Millennium CommunityWorks |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |