St. Charles Bend

St. Charles Bend, located at 2500 NE Neff Road in Bend, Oregon, is a not-for-profit Level II Trauma Center, the only one east of the Cascades. As part of St. Charles Health System, we are committed to providing a wide range of quality medical services to Central Oregon residents. Our 292-bed hospital delivers compassionate care in a healing environment, supported by a team of dedicated caregivers and medical professionals. We take pride in our outstanding patient experience and our commitment to creating America's healthiest community together.

Identifiers

Hospital Name St. Charles Bend
Facility ID 380047

Location

Address 2500 NE NEFF ROAD
City/Town Bend
State OR
ZIP Code 97701
County/Parish DESCHUTES

Health System

Health System St Charles Health System
Health System Website Domain stcharleshealthcare.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 3
Health System Total Beds 281
Health System Hospital Locations Oregon

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details St. Charles Health System
Emergency Services Yes

Aaron Adams

President for St. Charles Bend and Redmond

Executive with more than 20 years' experience in health care administration. Has extensive experience in Lean process improvement, health care finance, compliance and risk management. Previously worked for Sutter Health in various roles including vice president of internal audit and process improvement, chief financial officer for Alta Bates Summit Medical Center, and vice president of enterprise transformation for Sutter Health Bay Area.

David Golda

Vice President and Hospital Administrator St. Charles Bend and Redmond

MHA, MS PT.

Dr. Jacoby Allen

Chief Medical Officer for St. Charles' Bend hospital

Permanent CMO after serving as interim. Has been employed by St. Charles as an emergency medicine physician since 2014 and has served in a variety of leadership roles. Continues to work clinically. Accomplishments include helping with Joint Commission action plans, engaging and building partnerships with independent physicians and groups, and updating call pay arrangements at the Bend campus. Described as having a calm, collaborative leadership style, a passion for clinical excellence, and believes in partnering with physicians, nurses, and other professionals.

Stacy Youngs

Bend Chief Nursing Officer

Dyad partner with Bend Chief Medical Officer Dr. Jacoby Allen.

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 231

Staffing & Personnel

FTE Employees on Payroll 2210.53
FTE Interns & Residents 0.3

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 28327
Inpatient Days (Title XIX) 5671
Total Inpatient Days 84381
Bed Count 300
Available Bed Days 109500
Discharges (Title V) NA
Discharges (Title XVIII) 5564
Discharges (Title XIX) 540
Total Discharges 18469

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 26640
Inpatient Days (Title XIX; Adults & Peds) 3189
Total Inpatient Days (Adults & Peds) 73201
Bed Count (Adults & Peds) 258
Available Bed Days (Adults & Peds) 94170
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 5564
Discharges (Title XIX; Adults & Peds) 540
Total Discharges (Adults & Peds) 18469

Quality Summary

Care Quality Stengths High overall patient satisfaction. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

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 73%

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 No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients No Different Than National Average
Mortality Group – Death Rate for COPD Patients No Different Than National Average
Mortality Group – Death Rate for Heart Failure Patients Worse Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients Worse Than National Average
Mortality Group – Pressure Ulcer Rate Worse Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications No Different Than National Average
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 181

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -0.7
Readmission Score Hospital Return Days for Heart Failure Patients -34.6
Readmission Score Hospital Return Days for Pneumonia Patients -15
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 10.8
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 8.5
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 12.7
Readmission Score Rate of Readmission for CABG 10.2
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 16.5
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.6
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.5
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Fewer Days Than Average 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 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 No Different Than the National Rate
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 Better 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) Better 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) 0.857
CAUTI SIR (Standardized Infection Ratio) 1.209
SSI SIR (Standardized Infection Ratio) 0.498
CDI SIR (Standardized Infection Ratio) 0.507
MRSA SIR (Standardized Infection Ratio) 0.727

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,944
Bad Debt Expense $22,590
Uncompensated Care Cost $12,488
Total Uncompensated Care $12,488

Operating Expenses ($ thousands)

Total Salaries $254,098
Overhead Expenses (Non-Salary) $429,847
Depreciation Expense $24,447
Total Operating Costs $719,714

Charges ($ thousands)

Inpatient Charges $1,922,543
Outpatient Charges $1,858,594
Total Patient Charges $3,781,137

Wage-Related Details ($ thousands)

Core Wage Costs $56,199
Wage Costs (RHC/FQHC)
Adjusted Salaries $254,098
Contract Labor (Patient Care) $48,496
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $61

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances
Short-Term Investments
Notes Receivable
Accounts Receivable
Allowance for Doubtful Accounts
Inventory
Prepaid Expenses
Other Current Assets
Total Current Assets

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets
Total Other Assets
Total Assets

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities
Total Current Liabilities

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities
Total Liabilities

Balance Sheet – Equity ($ thousands)

General Fund Balance
Total Fund Balances
Total Liabilities & Equity

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $31,291
DRG (Post-Oct 1) $20,120
Outlier Payments
DSH Adjustment $1,941
Eligible DSH % $0
Simulated MC Payments $43,322
Total IME Payments $34

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,007,565
Outpatient Revenue $932,878
Total Patient Revenue $1,940,443
Contractual Allowances & Discounts $1,208,942
Net Patient Revenue $731,501
Total Operating Expenses $683,945
Net Service Income $47,555
Other Income $59,043
Total Income $106,598
Other Expenses $-35,300
Net Income $141,898

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $93,810
Medicaid Charges $334,154
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No