Trinity Health in Minot, ND, located at 407 3rd St SE, is your trusted healthcare partner. As the region's premier healthcare provider and a Level II Trauma Center, we offer advanced medical services, including cardiac, neuro, and orthopedic care, all while maintaining a commitment to quality and compassionate service. Our comprehensive network includes hospitals, clinics, and specialized centers designed to provide personalized care for you and your family. With state-of-the-art technology and dedicated teams, Trinity Health is here for every stage of your healthcare journey. Experience healthcare that is as advanced as it is personal—choose Trinity Health.
| Hospital Name | Trinity Hospital |
|---|---|
| Facility ID | 350006 |
| Address | 407 3RD ST SE |
|---|---|
| City/Town | Minot |
| State | ND |
| ZIP Code | 58701 |
| County/Parish | WARD |
| Health System | CommonSpirit Health |
|---|---|
| Health System Website Domain | commonspirit.org |
| Recently Joined Health System (Past 4 Years) | No |
| 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 |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
President and Chief Executive Officer of Trinity Health, a Minot, ND-based system anchored by Trinity Hospital. Recalled breaking ground on the new hospital in 2018 and continuing to build through a viral pandemic.
NA
NA
Immediate Past Chief of Staff. Mentioned in the context of the new hospital complex opening.
NA
MBA, BSN.
NA
NA
NA
Emergency physician and frequent member of Trinity Health's leadership team. Selected by peers and confirmed by the Trinity Board of Directors. Will lead a medical team of over 250 primary and specialty care providers serving residents of Minot and northwest North Dakota. Assumes a leadership role in efforts to ensure quality medical care and will be a key leader in reviewing care processes and advising the health system on ways to improve clinical programs and services. Graduate of the University of South Dakota School of Medicine. Practiced at Minot Air Force Base from 1998 to 2002 as a flight surgeon. Completed his Family Medicine residency at UND's Center for Family Medicine - Minot, where he received both the William J. Buckingham NDAFP and the Minot Community Preceptors Family Medicine Resident of the Year award in 2004. Joined Trinity Health in 2005 and continues to practice as an emergency physician. Served in numerous leadership roles and committees, previously serving as Chief of Staff from 2014 to 2018, and he continues to serve on the Board of Directors. Clinical instructor with the UND School of Medicine and Health Sciences, most recently serving as campus dean for the NW campus. Part of the CoC Military Affairs committee and Hon Commander of the 5th MDG Support Squadron. Married to Shannon Knutson.
NA
NA
NA
Joined Trinity Health as its vice president/chief of Human Resources officer, effective Jan. 20, 2025. Previously served as the chief people officer and vice president of Human Resources with KSB Hospital in Dixon, Illinois. In that role, served as the executive leader of Human Resources and Operations for an independent community hospital with a workforce of over 950 team members and more than 85 providers. Responsible for overseeing the leadership and development of teams across all HR functions. In addition to his healthcare experience, has an extensive HR background across diverse industries and a proven track record of building and leading high-performing teams and driving innovation. Holds a master's degree in business administration from Jacksonville University and is a Fellow of the American College of Healthcare Executives and a Senior Certified Professional with the Society for Human Resource Management. Held numerous leadership positions, including serving as the president and chairperson of the Board of Directors for the Dixon Chamber of Commerce. Additionally, has contributed to the executive committee of the Northern Illinois Cancer Treatment Center, the Recruitment Committee of the American College of Healthcare Executives local chapter and the Education Committee of the Illinois Hospital Association. Relocated to Minot with his wife and two youngest children.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 416 |
|---|
| FTE Employees on Payroll | 2023.91 |
|---|---|
| FTE Interns & Residents | 11.54 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 14013 |
| Inpatient Days (Title XIX) | 7553 |
| Total Inpatient Days | 35331 |
| Bed Count | 145 |
| Available Bed Days | 52925 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2535 |
| Discharges (Title XIX) | 1270 |
| Total Discharges | 6728 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 12713 |
| Inpatient Days (Title XIX; Adults & Peds) | 4839 |
| Total Inpatient Days (Adults & Peds) | 26976 |
| Bed Count (Adults & Peds) | 109 |
| Available Bed Days (Adults & Peds) | 39785 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2535 |
| Discharges (Title XIX; Adults & Peds) | 1270 |
| Total Discharges (Adults & Peds) | 6728 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 57% |
|---|
| 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 | 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 | 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 240 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -1.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 7.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 9.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.2 |
| Readmission Score Rate of Readmission for CABG | 10.4 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20 |
| 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 | 16.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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) | Better 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 | Better 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.244 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.131 |
| SSI SIR (Standardized Infection Ratio) | 0.574 |
| CDI SIR (Standardized Infection Ratio) | 0.455 |
| MRSA SIR (Standardized Infection Ratio) | 1.098 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,583 |
|---|---|
| Bad Debt Expense | $21,397 |
| Uncompensated Care Cost | $9,062 |
| Total Uncompensated Care | $9,062 |
| Total Salaries | $231,089 |
|---|---|
| Overhead Expenses (Non-Salary) | $241,383 |
| Depreciation Expense | $19,520 |
| Total Operating Costs | $302,917 |
| Inpatient Charges | $316,089 |
|---|---|
| Outpatient Charges | $693,321 |
| Total Patient Charges | $1,009,410 |
| Core Wage Costs | $18,066 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $231,089 |
| Contract Labor (Patient Care) | $20,106 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $24,917 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | $1,067 |
| Accounts Receivable | $181,276 |
| Allowance for Doubtful Accounts | $-125,090 |
| Inventory | $9,644 |
| Prepaid Expenses | $4,373 |
| Other Current Assets | |
| Total Current Assets | $102,304 |
| Land Value | $9,888 |
|---|---|
| Land Improvements Value | $4,321 |
| Building Value | $56,533 |
| Leasehold Improvements | $4,497 |
| Fixed Equipment Value | $82,412 |
| Major Movable Equipment | $232,653 |
| Minor Depreciable Equipment | $3,536 |
| Health IT Assets | |
| Total Fixed Assets | $680,521 |
| Long-Term Investments | $102,921 |
|---|---|
| Other Assets | $1,175 |
| Total Other Assets | $104,096 |
| Total Assets | $886,921 |
| Accounts Payable | $51,237 |
|---|---|
| Salaries & Wages Payable | $22,785 |
| Payroll Taxes Payable | $703 |
| Short-Term Debt | $5,816 |
| Deferred Revenue | |
| Other Current Liabilities | $2,683 |
| Total Current Liabilities | $87,113 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $435,825 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $15,290 |
| Total Long-Term Liabilities | $451,115 |
| Total Liabilities | $538,228 |
| General Fund Balance | $348,693 |
|---|---|
| Total Fund Balances | $348,693 |
| Total Liabilities & Equity | $886,921 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,321 |
| DRG (Post-Oct 1) | $21,842 |
| Outlier Payments | |
| DSH Adjustment | $796 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $3,138 |
| Total IME Payments | $509 |
| Inpatient Revenue | $333,847 |
|---|---|
| Outpatient Revenue | $1,016,914 |
| Total Patient Revenue | $1,350,761 |
| Contractual Allowances & Discounts | $889,396 |
| Net Patient Revenue | $461,364 |
| Total Operating Expenses | $486,986 |
| Net Service Income | $-25,621 |
| Other Income | $36,815 |
| Total Income | $11,194 |
| Other Expenses | $3,647 |
| Net Income | $7,547 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $89,024 |
| Medicaid Charges | $122,338 |
| 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 |