Mark Twain Medical Center

Mark Twain Medical Center, located in San Andreas, CA, is a 25-bed critical access hospital dedicated to providing high-quality, patient-centered care. As a member of Dignity Health, we offer a wide range of services, including inpatient acute care, emergency services, and specialized care through our various medical clinics. Our expert medical staff is committed to meeting the growing healthcare needs of our community with compassion and state-of-the-art technology. We are proud to be a major provider of health services and a significant source of jobs for the region, employing over 300 people. Experience excellent care close to home at Mark Twain Medical Center.

Identifiers

Hospital Name Mark Twain Medical Center
Facility ID 051332

Location

Address 768 MOUNTAIN RANCH RD
City/Town San Andreas
State CA
ZIP Code 95249
County/Parish CALAVERAS

Health System

Health System CommonSpirit Health
Health System Website Domain commonspirit.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 106
Health System Total Beds 17364
Health System Hospital Locations Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah

Ownership & Characteristics

Hospital Type Critical Access Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details CommonSpirit Health
Emergency Services No

Doug Archer

President and CEO

Accomplished healthcare executive, serving in critical leadership roles for more than two decades. Previously President of Sutter Health-Memorial Hospital Los Banos. Holds a Masters of Health Administration from the University of Southern California and a Bachelors in Political Science from California State University, Sacramento. Member of ACHE/California Association of Healthcare Leaders and served on their board until 2011. Member of the Advisory Council for Los Banos Boys and Girls Club, active with Relay for Life, and coaches youth basketball programs.

John Chivers

Chief Financial Officer

NA

Nancy Hiteshew

Chief Nursing Officer

NA

Dr. Pardeep Athwal

Chief Medical Officer

Radiologist who joined MTMC in 2017. Received his Doctor of Medicine at the St. George's University School of Medicine. Completed his Internal Medicine Internship at the University Hospital of Brooklyn followed by his Diagnostic Radiology residency at the University of Connecticut Health Center. Completed his Musculoskeletal fellowship at the University of Utah Medical Center.

Dr. Dean Kelaita

Co-Medical Director for the hospital's Family Medical Centers

Former Calaveras County Health Officer for 20 years. Graduated from Albany Medical College and completed his residency at San Francisco General Hospital.

Dr. John Krpan

Co-Medical Director for the hospital's Family Medical Centers

NA

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 221.54
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1635
Inpatient Days (Title XIX) 117
Total Inpatient Days 2872
Bed Count 25
Available Bed Days 9125
Discharges (Title V) NA
Discharges (Title XVIII) 422
Discharges (Title XIX) 26
Total Discharges 762

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1627
Inpatient Days (Title XIX; Adults & Peds) 117
Total Inpatient Days (Adults & Peds) 2864
Bed Count (Adults & Peds) 25
Available Bed Days (Adults & Peds) 9125
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 422
Discharges (Title XIX; Adults & Peds) 26
Total Discharges (Adults & Peds) 762

Quality Summary

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. 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 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 66%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
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
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) 137

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 37.1
Readmission Score Hospital Return Days for Pneumonia Patients -11.3
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 10
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1
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
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.6
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
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 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 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

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 Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,271
Bad Debt Expense $2,899
Uncompensated Care Cost $2,257
Total Uncompensated Care $4,376

Operating Expenses ($ thousands)

Total Salaries $31,116
Overhead Expenses (Non-Salary) $49,137
Depreciation Expense $4,157
Total Operating Costs $65,839

Charges ($ thousands)

Inpatient Charges $57,441
Outpatient Charges $136,008
Total Patient Charges $193,449

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 $-2,579
Short-Term Investments
Notes Receivable
Accounts Receivable $31,497
Allowance for Doubtful Accounts $-21,074
Inventory $1,327
Prepaid Expenses $581
Other Current Assets
Total Current Assets $17,090

Balance Sheet – Fixed Assets ($ thousands)

Land Value $1,741
Land Improvements Value $379
Building Value $24,239
Leasehold Improvements $1,219
Fixed Equipment Value
Major Movable Equipment $10,045
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $26,212

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $8,971
Other Assets $7,902
Total Other Assets $16,873
Total Assets $60,175

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,626
Salaries & Wages Payable $3,275
Payroll Taxes Payable $39
Short-Term Debt
Deferred Revenue
Other Current Liabilities $3,853
Total Current Liabilities $10,059

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $3,866
Total Long-Term Liabilities $3,866
Total Liabilities $13,925

Balance Sheet – Equity ($ thousands)

General Fund Balance $46,250
Total Fund Balances $46,250
Total Liabilities & Equity $60,175

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 $57,099
Outpatient Revenue $140,797
Total Patient Revenue $197,896
Contractual Allowances & Discounts $128,595
Net Patient Revenue $69,301
Total Operating Expenses $80,253
Net Service Income $-10,953
Other Income $3,606
Total Income $-7,346
Other Expenses
Net Income $-7,346

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $7,532
Medicaid Charges $41,842
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No