Providence Kodiak Island Medical Center, located at 1915 East Rezanof Drive in Kodiak, AK, is a critical access hospital providing a comprehensive range of healthcare services for all residents and visitors of Kodiak Island. As a Joint Commission-accredited facility, we offer 25 acute care beds, including four birthing suites and two intensive care beds, supported by a team of primary care doctors, surgeons, and specialists. Our services include emergency care, general medicine, diagnostic imaging, laboratory services, maternity care, behavioral health, and a specialty clinic, bringing expert medical care close to home. We also feature Providence Chiniak Bay Elder House, our extended care facility with long-term care beds, and are designated as a Level IV trauma center.
| Hospital Name | Providence Kodiak Island Medical Center |
|---|---|
| Facility ID | 021306 |
| Address | 1915 EAST REZANOF DRIVE |
|---|---|
| City/Town | Kodiak |
| State | AK |
| ZIP Code | 99615 |
| County/Parish | KODIAK ISLAND BOROUGH |
| Health System | Providence St. Joseph Health |
|---|---|
| Health System Website Domain | providence.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 44 |
|---|---|
| Health System Total Beds | 9633 |
| Health System Hospital Locations | Alaska, California, Illinois, Montana, Oregon and Washington |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Providence St. Joseph Health |
| Emergency Services | Yes |
Lori Riddle, DHA, MSN/MHA, RN, has been appointed as the interim administrator for PKIMC. Lori joined the PKIMC in 2022 as the Executive Director of Nursing and most recently served as the Executive Director of Operations. On top of handling the head medical center position, Riddle is now also temporarily overseeing the day-to-day operations of the Chiniak Bay Elder House.
Amy Miller is the Chief Financial Officer at Providence Kodiak Island Medical Center.
Florian Borowski is the Chief Human Resource Officer for Providence Kodiak Island Medical Center and part of the Providence Alaska Executive Team. He is also the Region Chief Human Resources Officer, Providence Alaska Medical Center.
Carrie Peluso, DNP, APRN, ACNS-BC, CENP, is the Chief Nursing Officer at Providence Kodiak Island Medical Center and also for Providence Alaska Medical Center. She is a member of the Providence Alaska Executive Team.
Sarah Skeel is the Chief Administrative Officer – PAMC at Providence Kodiak Island Medical Center. She was born and raised in Alaska. Skeel has 17 years of experience in hospital clinical and administrative leadership positions in behavioral health, oncology, cardiovascular, neuroscience, orthopedic, and surgical and procedural services. She previously served as executive director of surgical and procedural services at the hospital.
| 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 | 155.07 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 822 |
| Inpatient Days (Title XIX) | 526 |
| Total Inpatient Days | 2095 |
| Bed Count | 24 |
| Available Bed Days | 8760 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 134 |
| Discharges (Title XIX) | 190 |
| Total Discharges | 675 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 555 |
| Inpatient Days (Title XIX; Adults & Peds) | 428 |
| Total Inpatient Days (Adults & Peds) | 1465 |
| Bed Count (Adults & Peds) | 24 |
| Available Bed Days (Adults & Peds) | 8760 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 134 |
| Discharges (Title XIX; Adults & Peds) | 190 |
| Total Discharges (Adults & Peds) | 675 |
| Care Quality Stengths | 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 | NA |
| Nurse Communication – Star Rating | |
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| 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 | 70% |
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| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 132 |
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| 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) | Not Available |
| 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 | 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) | 14.7 |
| 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) | Not Available |
| 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 | 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 | 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 | Number of Cases Too Small |
| 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 | $889 |
|---|---|
| Bad Debt Expense | $932 |
| Uncompensated Care Cost | $1,393 |
| Total Uncompensated Care | $1,826 |
| Total Salaries | $19,885 |
|---|---|
| Overhead Expenses (Non-Salary) | $27,826 |
| Depreciation Expense | $1,605 |
| Total Operating Costs | $54,236 |
| Inpatient Charges | $32,444 |
|---|---|
| Outpatient Charges | $63,630 |
| Total Patient Charges | $96,074 |
| 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 | $67,004 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $7,924 |
| Allowance for Doubtful Accounts | $-893 |
| Inventory | $617 |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets | $75,416 |
| Land Value | $589 |
|---|---|
| Land Improvements Value | |
| Building Value | $2,956 |
| Leasehold Improvements | $1,370 |
| Fixed Equipment Value | $760 |
| Major Movable Equipment | $13,516 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $11,286 |
| Long-Term Investments | $350 |
|---|---|
| Other Assets | $16,260 |
| Total Other Assets | $16,610 |
| Total Assets | $103,313 |
| Accounts Payable | $4,481 |
|---|---|
| Salaries & Wages Payable | $2,306 |
| Payroll Taxes Payable | $9 |
| Short-Term Debt | $2,227 |
| Deferred Revenue | $12 |
| Other Current Liabilities | $186 |
| Total Current Liabilities | $9,229 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $14,863 |
| Total Long-Term Liabilities | $14,863 |
| Total Liabilities | $24,092 |
| General Fund Balance | $79,221 |
|---|---|
| Total Fund Balances | $79,221 |
| Total Liabilities & Equity | $103,313 |
| 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 | $32,447 |
|---|---|
| Outpatient Revenue | $73,597 |
| Total Patient Revenue | $106,043 |
| Contractual Allowances & Discounts | $46,493 |
| Net Patient Revenue | $59,550 |
| Total Operating Expenses | $59,928 |
| Net Service Income | $-378 |
| Other Income | $697 |
| Total Income | $319 |
| Other Expenses | |
| Net Income | $319 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $15,697 |
| Medicaid Charges | $28,572 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |