Power County Hospital District, located at 510 Roosevelt Street in American Falls, ID, is dedicated to providing quality medical and long-term care to meet the evolving needs of Power County residents and visitors. We offer a wide range of services, including emergency care, family clinic services, laboratory, radiology, therapy, and rehabilitation during hospital stays. Our mission is to deliver convenient, exceptional medical care close to home. Visit our website or call us at 208-226-3200 to learn more about how we can assist with your healthcare needs.
| Hospital Name | Power County Hospital District |
|---|---|
| Facility ID | 131304 |
| Address | 510 ROOSEVELT STREET |
|---|---|
| City/Town | American Falls |
| State | ID |
| ZIP Code | 83211 |
| County/Parish | POWER |
| Health System | Independent |
|---|---|
| Health System Website Domain | pchd.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 10 |
| Health System Hospital Locations | Idaho |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Independent |
| Emergency Services | Yes |
Has been CEO of Power County Hospital District for over 17 years (also stated as almost ten years in another source). Prior to that, he worked part-time for the District as its CFO. He is an active participant in the Idaho Hospital Association (IHA) and has been a member of its board since 2010. He has also served on the local school board for many years and now enjoys motorcycle riding and travel with his wife to see their kids and grandkids in his spare time. [17], [8]
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Has served as the Chief Information Officer at Power County Hospital District for 14 years, where he applies his skills to improve the organization's infrastructure and services on a tight budget. His tenure on the city council, highlighted by his efforts to bring broadband access to every home in American Falls, demonstrates his dedication to community development. He is known for his straightforward approach and willingness to make tough decisions when necessary. [18]
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Has been with Power County Hospital District for twenty + years and grew-up on a farm in the area. She was appointed as the PCHD Foundation's Executive Director in 2018. She loves this community and its generosity and is excited to work with the Foundation board to continue to raise funding that can help provide better healthcare services at District facilities and make a difference for better health outcomes in the community. [17]
Retired from Cattle Business. Grew up in Preston, Idaho and is an avid motorcyclist. Married to Karen Meredith Hammond. Was a Trustee on the Power County Hospital District Board several years ago. [8]
Medical Receptionist/Patient Advocate at Power County Family Clinic. Takes life "one hour, one day at a time." Each day is a new opportunity to make the community better. Has been involved with Relay for Life in Pocatello and Idaho Falls for three years and enjoys doing all she can to fight cancer. Also enjoyed raising money for the elderly while in a sorority at Weber State University. [8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 10 |
|---|
| FTE Employees on Payroll | 69.76 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 488 |
| Inpatient Days (Title XIX) | 34 |
| Total Inpatient Days | 708 |
| Bed Count | 10 |
| Available Bed Days | 3650 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 27 |
| Discharges (Title XIX) | 8 |
| Total Discharges | 56 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 107 |
| Inpatient Days (Title XIX; Adults & Peds) | 27 |
| Total Inpatient Days (Adults & Peds) | 224 |
| Bed Count (Adults & Peds) | 10 |
| Available Bed Days (Adults & Peds) | 3650 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 27 |
| Discharges (Title XIX; Adults & Peds) | 8 |
| Total Discharges (Adults & Peds) | 56 |
| 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 |
|---|
| 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) | 108 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Number of Cases Too Small |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Number of Cases Too Small |
| 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 | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $33 |
|---|---|
| Bad Debt Expense | $564 |
| Uncompensated Care Cost | $665 |
| Total Uncompensated Care | $665 |
| Total Salaries | $6,393 |
|---|---|
| Overhead Expenses (Non-Salary) | $6,215 |
| Depreciation Expense | $1,173 |
| Total Operating Costs | $11,948 |
| Inpatient Charges | $3,729 |
|---|---|
| Outpatient Charges | $6,904 |
| Total Patient Charges | $10,634 |
| 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 | $5,483 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $4,657 |
| Allowance for Doubtful Accounts | $-1,784 |
| Inventory | $263 |
| Prepaid Expenses | $88 |
| Other Current Assets | |
| Total Current Assets | $12,486 |
| Land Value | $196 |
|---|---|
| Land Improvements Value | $20 |
| Building Value | $17,051 |
| Leasehold Improvements | $48 |
| Fixed Equipment Value | $378 |
| Major Movable Equipment | $3,085 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $15,056 |
| Long-Term Investments | |
|---|---|
| Other Assets | $22 |
| Total Other Assets | $22 |
| Total Assets | $27,563 |
| Accounts Payable | $666 |
|---|---|
| Salaries & Wages Payable | $361 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $2,049 |
| Other Current Liabilities | |
| Total Current Liabilities | $3,076 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $14,124 |
| Total Long-Term Liabilities | $14,124 |
| Total Liabilities | $17,201 |
| General Fund Balance | $10,363 |
|---|---|
| Total Fund Balances | $10,363 |
| Total Liabilities & Equity | $27,563 |
| 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 | $3,749 |
|---|---|
| Outpatient Revenue | $8,199 |
| Total Patient Revenue | $11,949 |
| Contractual Allowances & Discounts | $1,004 |
| Net Patient Revenue | $10,945 |
| Total Operating Expenses | $12,608 |
| Net Service Income | $-1,663 |
| Other Income | $2,808 |
| Total Income | $1,144 |
| Other Expenses | |
| Net Income | $1,144 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,908 |
| Medicaid Charges | $3,160 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Unknown |
|---|---|
| EHR Version | NA |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |