Montrose Regional Health

Montrose Regional Health, located at 800 S 3rd St, Montrose, CO, is your leading healthcare advocate in the San Juan Valley. We are more than just a hospital; we provide high-quality, personalized, and professional healthcare services close to home. Our dedicated staff treats you like family, offering services such as emergency care, joint replacement, and surgical services. Montrose Regional Health is recognized for exceptional performance in areas like heart attack treatment and patient experience, ensuring excellent service, compassion, and fiscal responsibility.

Identifiers

Hospital Name Montrose Regional Health
Facility ID 060006

Location

Address 800 S 3RD ST
City/Town Montrose
State CO
ZIP Code 81401
County/Parish MONTROSE

Health System

Health System Independent
Health System Website Domain montrosehealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 75
Health System Hospital Locations Colorado

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Montrose Regional Health
Emergency Services Yes

James Austin

President and Chief Executive Officer

James Austin was appointed President and Chief Executive Officer of Montrose Regional Health in 2022. Prior to this role, he served as Chief Operating Officer at the hospital. Austin has over 20 years of experience in healthcare leadership and administration. He holds a Master's degree in Health Administration.

Dr. Steven Esser

Chief Medical Officer

Dr. Steven Esser serves as the Chief Medical Officer at Montrose Regional Health. He is a board-certified physician with extensive experience in clinical practice and medical leadership. Dr. Esser plays a key role in overseeing medical staff affairs, quality of care, and patient safety initiatives at the hospital.

Leann Tobin

Chief Financial Officer

Leann Tobin is the Chief Financial Officer for Montrose Regional Health. She is responsible for the financial strategy and management of the hospital. Tobin has a strong background in healthcare finance and has held various financial leadership positions prior to joining Montrose Regional Health.

Jeff McElory

Chief Operating Officer

Jeff McElory is the Chief Operating Officer at Montrose Regional Health. He oversees the day-to-day operations of the hospital, ensuring efficient and effective service delivery. McElory has a proven track record in healthcare administration and operational management.

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 75

Staffing & Personnel

FTE Employees on Payroll 601.6
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2292
Inpatient Days (Title XIX) 484
Total Inpatient Days 6987
Bed Count 47
Available Bed Days 17155
Discharges (Title V) NA
Discharges (Title XVIII) 704
Discharges (Title XIX) 134
Total Discharges 2168

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1648
Inpatient Days (Title XIX; Adults & Peds) 228
Total Inpatient Days (Adults & Peds) 4739
Bed Count (Adults & Peds) 39
Available Bed Days (Adults & Peds) 14235
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 704
Discharges (Title XIX; Adults & Peds) 134
Total Discharges (Adults & Peds) 2168

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients were very positive about the cleanliness 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. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital.
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 76%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
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 No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
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) 139

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -20.6
Readmission Score Hospital Return Days for Heart Failure Patients -20.5
Readmission Score Hospital Return Days for Pneumonia Patients -19.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.7
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.5
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6.6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.5
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.4
Readmission Group Hospital Return Days for Heart Attack Patients Fewer Days Than Average per 100 Discharges
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 No Different Than the National Rate
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 Number of Cases Too Small
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 $1,934
Bad Debt Expense $5,155
Uncompensated Care Cost $3,411
Total Uncompensated Care $9,348

Operating Expenses ($ thousands)

Total Salaries $55,014
Overhead Expenses (Non-Salary) $93,275
Depreciation Expense $4,737
Total Operating Costs $106,548

Charges ($ thousands)

Inpatient Charges $80,342
Outpatient Charges $297,487
Total Patient Charges $377,829

Wage-Related Details ($ thousands)

Core Wage Costs $9,377
Wage Costs (RHC/FQHC)
Adjusted Salaries $55,014
Contract Labor (Patient Care) $5,718
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $43,645
Short-Term Investments
Notes Receivable
Accounts Receivable $45,962
Allowance for Doubtful Accounts $-26,160
Inventory $4,281
Prepaid Expenses $1,539
Other Current Assets
Total Current Assets $71,299

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,341
Land Improvements Value $1,813
Building Value $62,617
Leasehold Improvements $4,728
Fixed Equipment Value $2,055
Major Movable Equipment $47,959
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $42,452

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $40,482
Other Assets
Total Other Assets $40,482
Total Assets $154,232

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,964
Salaries & Wages Payable $5,405
Payroll Taxes Payable
Short-Term Debt $1,365
Deferred Revenue
Other Current Liabilities $9,240
Total Current Liabilities $22,974

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $14,746
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $836
Total Long-Term Liabilities $15,582
Total Liabilities $38,556

Balance Sheet – Equity ($ thousands)

General Fund Balance $115,676
Total Fund Balances $115,676
Total Liabilities & Equity $154,232

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,890
DRG (Post-Oct 1) $1,625
Outlier Payments
DSH Adjustment
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $89,735
Outpatient Revenue $328,803
Total Patient Revenue $418,538
Contractual Allowances & Discounts $271,352
Net Patient Revenue $147,187
Total Operating Expenses $148,289
Net Service Income $-1,102
Other Income $11,205
Total Income $10,103
Other Expenses $3,602
Net Income $6,501

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $10,766
Medicaid Charges $68,184
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH
EHR Version Unknown
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No