UnityPoint Health - Jones Regional Medical Center, located in Anamosa, Iowa, is your trusted community hospital. We are a nationally recognized critical access hospital dedicated to providing expert medical care with a personal touch. Our state-of-the-art facility offers 24-hour emergency care, comprehensive lab and radiology services, inpatient and outpatient care, and a range of specialty services to keep you close to home. We are committed to improving the health of the people and communities we serve, ensuring the best outcome for every patient, every time. With our new MRI suite opening at the end of 2025, we're expanding to provide even more convenient and accessible imaging services.
| Hospital Name | UnityPoint Health - Jones Regional Medical Center |
|---|---|
| Facility ID | 161306 |
| Address | 1795 HIGHWAY 64 EAST |
|---|---|
| City/Town | Anamosa |
| State | IA |
| ZIP Code | 52205 |
| County/Parish | JONES |
| Health System | UnityPoint Health |
|---|---|
| Health System Website Domain | unitypoint.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 25 |
|---|---|
| Health System Total Beds | 3388 |
| Health System Hospital Locations | Iowa, Illinois and Wisconsin |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UnityPoint Health |
| Emergency Services | Yes |
Eric Briesemeister is the CEO of UnityPoint Health-Jones Regional Medical Center.
Dr. Angela Greif, MD, is a family medicine physician who is the CMO at UnityPoint Health - Jones Regional Medical Center in Anamosa, Iowa. She has over 15 years of experience in the medical field and graduated from the University of Iowa in 2005. She is board certified in Family Practice. She is also affiliated with St. Luke's Hospital.
April Golwitzer is the Director of Nursing at UnityPoint Health - Jones Regional Medical Center.
Rachel VonBehren is the Director of Support Services at UnityPoint Health - Jones Regional Medical Center.
Amy Keltner is the new Community Development Director of the Jones Regional Foundation. Keltner's experience includes nonprofit business management and volunteer coordination. Previously she worked as the Community Resource and Volunteer Engagement Senior Specialist at United Way in Jones County. Keltner also worked with REM Development Services in Mount Vernon as program director. Keltner graduated from the University of Northern Iowa with a BA in social work.
| 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 | 210.13 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1066 |
| Inpatient Days (Title XIX) | 9 |
| Total Inpatient Days | 1735 |
| Bed Count | 10 |
| Available Bed Days | 3650 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 138 |
| Discharges (Title XIX) | 1 |
| Total Discharges | 235 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 416 |
| Inpatient Days (Title XIX; Adults & Peds) | 9 |
| Total Inpatient Days (Adults & Peds) | 685 |
| Bed Count (Adults & Peds) | 10 |
| Available Bed Days (Adults & Peds) | 3650 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 138 |
| Discharges (Title XIX; Adults & Peds) | 1 |
| Total Discharges (Adults & Peds) | 235 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. 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 a low ER wait and treatment time of less than 2 hours Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| 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 | 94% |
|---|
| 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 | 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) | 102 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -15.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -27 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| 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 | 19.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer Days Than Average 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 | Not Available |
| 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 | 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 | $308 |
|---|---|
| Bad Debt Expense | $1,071 |
| Uncompensated Care Cost | $882 |
| Total Uncompensated Care | $2,315 |
| Total Salaries | $14,298 |
|---|---|
| Overhead Expenses (Non-Salary) | $29,148 |
| Depreciation Expense | $1,536 |
| Total Operating Costs | $41,958 |
| Inpatient Charges | $4,743 |
|---|---|
| Outpatient Charges | $71,280 |
| Total Patient Charges | $76,022 |
| 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 | $11,216 |
|---|---|
| Short-Term Investments | $7,926 |
| Notes Receivable | |
| Accounts Receivable | $8,621 |
| Allowance for Doubtful Accounts | $-4,514 |
| Inventory | $667 |
| Prepaid Expenses | $85 |
| Other Current Assets | $1,411 |
| Total Current Assets | $26,476 |
| Land Value | $378 |
|---|---|
| Land Improvements Value | $149 |
| Building Value | $19,248 |
| Leasehold Improvements | $1,167 |
| Fixed Equipment Value | $8,462 |
| Major Movable Equipment | $10,114 |
| Minor Depreciable Equipment | $449 |
| Health IT Assets | |
| Total Fixed Assets | $20,977 |
| Long-Term Investments | $20,967 |
|---|---|
| Other Assets | $1,747 |
| Total Other Assets | $22,714 |
| Total Assets | $70,166 |
| Accounts Payable | $1,860 |
|---|---|
| Salaries & Wages Payable | $2,126 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $2,651 |
| Total Current Liabilities | $6,637 |
| Mortgage Debt | $920 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $920 |
| Total Liabilities | $7,557 |
| General Fund Balance | $62,610 |
|---|---|
| Total Fund Balances | $62,610 |
| Total Liabilities & Equity | $70,166 |
| 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 | $4,439 |
|---|---|
| Outpatient Revenue | $77,084 |
| Total Patient Revenue | $81,523 |
| Contractual Allowances & Discounts | $37,981 |
| Net Patient Revenue | $43,542 |
| Total Operating Expenses | $43,446 |
| Net Service Income | $95 |
| Other Income | $5,400 |
| Total Income | $5,495 |
| Other Expenses | |
| Net Income | $5,495 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,512 |
| Medicaid Charges | $8,959 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |