Clarke County Hospital, located in Osceola, Iowa, is dedicated to providing excellent and compassionate healthcare to you and your loved ones. As a trusted provider, we offer a comprehensive range of services, including primary and convenient care, specialty services, and surgical procedures. Our award-winning team is committed to delivering personalized care close to home, utilizing state-of-the-art technology, including an in-house MRI and a newly enhanced surgery suite. We emphasize preventative care and provide 24/7 emergency services. We are proud to be recognized as a 2025 Top 100 Critical Access Hospital by Chartis.
| Hospital Name | Clarke County Hospital |
|---|---|
| Facility ID | 161348 |
| Address | 800 S FILLMORE ST |
|---|---|
| City/Town | Osceola |
| State | IA |
| ZIP Code | 50213 |
| County/Parish | CLARKE |
| Health System | Independent |
|---|---|
| Health System Website Domain | clarkehosp.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Iowa |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | UnityPoint Health |
| Emergency Services | Yes |
Melanie Boyd was promoted to the role of Chief Executive Officer in early January 2025, transitioning from her previous position as Chief Operating Officer (COO). [4] She has been the Chief Operating Officer and a leader at Clarke County Hospital for the last 13 years. Melanie is an RN and holds a Master's degree in Healthcare Administration. She has held different administrative roles while at Clarke County Hospital, preparing her for her next role as CEO. [4] Melanie brings a passion for high-quality patient care and exceptional patient experience to the position and has been a part of building a culture focused on patient experience and employee engagement. [4]
Angie McIntosh advanced to the position of Chief Operating Officer (COO) in January 2025. [4] Clarke County Hospital is excited for Angie to bring her innovative ideas and results-driven approach to the role. [4]
Tessa Sandel, DNP, ARNP, FNP-BC, CCRN, joined as the new Chief Nursing Officer (CNO), effective February 1, 2025. [4] She has worked at Clarke County Hospital as a hospitalist and Convenient Care Clinic provider since February 2024. Tessa's extensive background includes roles in hospitalist care, emergency nursing, urgent care, neurosurgery and critical care, bringing a wealth of experience from Greater Regional Medical Center, Mercy Hospital, and through her work with Docs Who Care. [4] Tessa earned her Bachelor of Science in Nursing at Mercy College of Health Sciences and later completed her Master's and Doctorate in Nursing at Graceland University. Her clinical expertise and dedication to patient care make her a valuable asset to the CCH team. [4]
Susan Daniels joined as the new Chief Financial Officer (CFO) in November 2024. [4] Susan has been in healthcare finance for over 20 years with a robust background working in Critical Access Hospitals. Most recently, she has been contracting work as a CFO in rural hospitals that need immediate assistance with financial issues. [4] Susan's financial expertise and experience will be instrumental in ensuring the hospital's continued financial stability and growth. [4]
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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 | 25 |
|---|
| FTE Employees on Payroll | 177.42 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 841 |
| Inpatient Days (Title XIX) | 7 |
| Total Inpatient Days | 3085 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 167 |
| Discharges (Title XIX) | 3 |
| Total Discharges | 279 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 567 |
| Inpatient Days (Title XIX; Adults & Peds) | 7 |
| Total Inpatient Days (Adults & Peds) | 945 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 167 |
| Discharges (Title XIX; Adults & Peds) | 3 |
| Total Discharges (Adults & Peds) | 279 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| 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 | 83% |
|---|
| 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) | 101 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -29.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -23.9 |
| 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 | 18.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.9 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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) | 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 | Not Available |
| 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 | 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) | 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 | $28 |
|---|---|
| Bad Debt Expense | $831 |
| Uncompensated Care Cost | $754 |
| Total Uncompensated Care | $2,645 |
| Total Salaries | $13,645 |
|---|---|
| Overhead Expenses (Non-Salary) | $20,442 |
| Depreciation Expense | $2,768 |
| Total Operating Costs | $35,982 |
| Inpatient Charges | $4,391 |
|---|---|
| Outpatient Charges | $35,967 |
| Total Patient Charges | $40,358 |
| 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 | $8,377 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $5,330 |
| Allowance for Doubtful Accounts | $-3,020 |
| Inventory | $299 |
| Prepaid Expenses | $356 |
| Other Current Assets | $1,430 |
| Total Current Assets | $12,862 |
| Land Value | $489 |
|---|---|
| Land Improvements Value | $2,918 |
| Building Value | $44,124 |
| Leasehold Improvements | |
| Fixed Equipment Value | $4,687 |
| Major Movable Equipment | $12,573 |
| Minor Depreciable Equipment | |
| Health IT Assets | $1,778 |
| Total Fixed Assets | $26,496 |
| Long-Term Investments | $8,278 |
|---|---|
| Other Assets | $3,006 |
| Total Other Assets | $11,284 |
| Total Assets | $50,641 |
| Accounts Payable | $1,784 |
|---|---|
| Salaries & Wages Payable | $1,108 |
| Payroll Taxes Payable | $370 |
| Short-Term Debt | $982 |
| Deferred Revenue | |
| Other Current Liabilities | $492 |
| Total Current Liabilities | $4,736 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $10,328 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $7,543 |
| Total Long-Term Liabilities | $17,871 |
| Total Liabilities | $22,607 |
| General Fund Balance | $28,034 |
|---|---|
| Total Fund Balances | $28,034 |
| Total Liabilities & Equity | $50,641 |
| 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 | $4,592 |
|---|---|
| Outpatient Revenue | $37,413 |
| Total Patient Revenue | $42,005 |
| Contractual Allowances & Discounts | $9,080 |
| Net Patient Revenue | $32,925 |
| Total Operating Expenses | $34,087 |
| Net Service Income | $-1,162 |
| Other Income | $3,061 |
| Total Income | $1,899 |
| Other Expenses | |
| Net Income | $1,899 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,068 |
| Medicaid Charges | $6,683 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic Community Connect |
|---|---|
| EHR Version | EpicCare Community Connect |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |