Shodair Children's Hospital, located in Helena, Montana, has been dedicated to serving Montana's youth and families since 1896. As Montana's only full-service children's psychiatric hospital, Shodair provides acute, residential, and outpatient psychiatric care. Our state-of-the-art, 82-bed hospital offers a healing environment with specialized programs and a dedicated team committed to helping children and adolescents with mental health needs. In addition, Shodair operates a nationally recognized Medical Genetics Program, providing comprehensive genetic services, diagnosis, consultation, and education. We are committed to providing care regardless of a family's ability to pay.
| Hospital Name | Shodair Children's Hospital |
|---|---|
| Facility ID | 274004 |
| Address | 2755 COLONIAL DR |
|---|---|
| City/Town | Helena |
| State | MT |
| ZIP Code | 59601 |
| County/Parish | LEWIS AND CLARK |
| Health System | Independent |
|---|---|
| Health System Website Domain | shodair.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 20 |
| Health System Hospital Locations | Montana |
| Hospital Type | Psychiatric |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Montana Children's Home & Hospital |
| Emergency Services | No |
Craig Aasved serves as Chief Executive Officer for Shodair Children's Hospital, recognized as Montana's leading acute child and adolescent psychiatry services, residential treatment, and genetic testing and counseling services to patients, with 99 percent Montanans. [18] An accomplished healthcare leader with 30 years of experience, Aasved assumed his duties at Shodair Children's Hospital on December 7, 2015. [6] He has been leading healthcare organizations for 33 years. [18] Previously, Aasved served as COO & Regional Chief Management Services Officer for Providence St. Patrick Hospital. [18] Aasved also served as CEO of North Valley Hospital. [18] Aasved earned his Bachelor of Business & Healthcare Administration from Concordia College and his MBA from the University of Colorado. [18]
Ron Weins, FACHE is a Director Of Business Development at Shodair Children's Hospital and CFO at Shodair and is based in Helena, Montana. [4] He has worked as Auditor at Eide Bailly and CFO at CABINET PEAKS MEDICAL CENTER. [4] Ron attended Montana State University Billings between 2009 and 2011 and Western Michigan University between 1982 and 1985. [4]
John Brewer is the current Chief Clinical Officer of Shodair. [5] He has worked at Shodair since 2013. [5] His prior employment is unknown. [5]
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 20 |
|---|
| FTE Employees on Payroll | 219.83 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | NA |
| Inpatient Days (Title XIX) | 4717 |
| Total Inpatient Days | 6568 |
| Bed Count | 20 |
| Available Bed Days | 7300 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | NA |
| Discharges (Title XIX) | 398 |
| Total Discharges | 519 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | NA |
| Inpatient Days (Title XIX; Adults & Peds) | 4717 |
| Total Inpatient Days (Adults & Peds) | 6568 |
| Bed Count (Adults & Peds) | 20 |
| Available Bed Days (Adults & Peds) | 7300 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | NA |
| Discharges (Title XIX; Adults & Peds) | 398 |
| Total Discharges (Adults & Peds) | 519 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | NA |
| 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 |
|---|
| 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) | NA |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | NA |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | NA |
| Readmission Score Hospital Return Days for Pneumonia Patients | NA |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission for CABG | NA |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | NA |
| Readmission Group Hospital Return Days for Heart Attack Patients | NA |
| Readmission Group Hospital Return Days for Heart Failure Patients | NA |
| Readmission Group Hospital Return Days for Pneumonia Patients | NA |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission for CABG | NA |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | NA |
| 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $20,116 |
|---|---|
| Overhead Expenses (Non-Salary) | $16,326 |
| Depreciation Expense | $2,010 |
| Total Operating Costs | $30,578 |
| Inpatient Charges | $19,832 |
|---|---|
| Outpatient Charges | $7,227 |
| Total Patient Charges | $27,059 |
| 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 | $6,704 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,143 |
| Allowance for Doubtful Accounts | |
| Inventory | $219 |
| Prepaid Expenses | $404 |
| Other Current Assets | |
| Total Current Assets | $25,877 |
| Land Value | $834 |
|---|---|
| Land Improvements Value | $3,226 |
| Building Value | $69,072 |
| Leasehold Improvements | $7,099 |
| Fixed Equipment Value | $1,695 |
| Major Movable Equipment | $7,837 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $73,437 |
| Long-Term Investments | $16,270 |
|---|---|
| Other Assets | $795 |
| Total Other Assets | $17,065 |
| Total Assets | $116,379 |
| Accounts Payable | $832 |
|---|---|
| Salaries & Wages Payable | $1,683 |
| Payroll Taxes Payable | $1,047 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $1,406 |
| Total Current Liabilities | $4,968 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $54,868 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $54,868 |
| Total Liabilities | $59,836 |
| General Fund Balance | $56,543 |
|---|---|
| Total Fund Balances | $56,543 |
| Total Liabilities & Equity | $116,379 |
| 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 | $28,609 |
|---|---|
| Outpatient Revenue | $5,294 |
| Total Patient Revenue | $33,903 |
| Contractual Allowances & Discounts | $18,713 |
| Net Patient Revenue | $15,191 |
| Total Operating Expenses | $36,442 |
| Net Service Income | $-21,251 |
| Other Income | $21,162 |
| Total Income | $-89 |
| Other Expenses | $978 |
| Net Income | $-1,067 |
| Cost-to-Charge Ratio | |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH |
|---|---|
| EHR Version | Unknown |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |