Welcome to Samaritan North Lincoln Hospital, your trusted healthcare provider in Lincoln City, Oregon. As an accredited critical access hospital, we have proudly served this community since 1968, offering quality medical services including emergency, primary, and specialty care. Our state-of-the-art facility, opened in 2020, overlooks Devils Lake and provides a peaceful setting for healing. We are committed to building healthier communities through compassionate care and community benefit activities.
| Hospital Name | Samaritan North Lincoln Hospital |
|---|---|
| Facility ID | 381302 |
| Address | 3043 NE 28TH STREET |
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| City/Town | Lincoln City |
| State | OR |
| ZIP Code | 97367 |
| County/Parish | LINCOLN |
| Health System | Samaritan Health Services |
|---|---|
| Health System Website Domain | samhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 5 |
|---|---|
| Health System Total Beds | 332 |
| Health System Hospital Locations | Oregon |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Samaritan Health Services |
| Emergency Services | Yes |
Lesley Ogden, MD, MBA, FACEP, serves as chief executive officer for Samaritan’s two critical access hospitals on the central Oregon Coast, Samaritan North Lincoln Hospital in Lincoln City and Samaritan Pacific Communities Hospital in Newport. [3, 5, 7] She previously served as chief operations officer at Samaritan North Lincoln Hospital and as interim CEO at Samaritan Pacific Communities Hospital and worked clinically as an emergency and urgent care clinician. [7] Dr. Ogden is residency trained and board certified in emergency medicine and has more than 10 years of clinical and leadership experience. [7] She previously served as president of the medical staff of Samaritan North Lincoln Hospital and currently serves as a trustee on both the North Lincoln Hospital Foundation and the Pacific Communities Health District Foundation boards. [7] She championed new replacement hospital building projects in both Lincoln City and Newport and the innovative, efficient and state-of-the-art hospital facilities opened in 2019 and 2020. [7] As a member of the Lincoln County coastal community, Dr. Ogden is an active Rotarian in Lincoln City and served as club President in 2016 and 2017. [7]
Kirsten Ferren, MSN, RN, joined the leadership team at Samaritan North Lincoln Hospital as vice president of Patient Care Services in February 2024. [6] She offers a wealth of professional nursing leadership and believes in leading with kindness. [6] As Vice President of Patient Care Services, Ferren will oversee several hospital departments, including ambulatory infusion, birthing center, discharge planning, emergency services, imaging, inpatient units (medical/surgical and intensive care), laboratory, physical rehabilitation, surgical services, and wound services. [6] She has a long history of nursing and health care leadership, starting her career in bedside nursing at Legacy Oregon Burn Center and quickly advanced into a variety of leadership roles at Legacy Emanuel Hospital, later becoming Chief Nursing Officer and Chief Quality Officer at Willamette Valley Medical Center in McMinnville. [6] Most recently, she served Western Arizona Regional Medical Center in Bullhead City as their Chief Nursing Officer. [6] Ferren was raised in Oregon and has family on the Oregon coast, including a sister who also works with Samaritan Health Services. [6]
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 15 |
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| FTE Employees on Payroll | 272.8 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1551 |
| Inpatient Days (Title XIX) | 134 |
| Total Inpatient Days | 4204 |
| Bed Count | 16 |
| Available Bed Days | 5840 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 347 |
| Discharges (Title XIX) | 29 |
| Total Discharges | 859 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1532 |
| Inpatient Days (Title XIX; Adults & Peds) | 95 |
| Total Inpatient Days (Adults & Peds) | 4007 |
| Bed Count (Adults & Peds) | 16 |
| Available Bed Days (Adults & Peds) | 5840 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 347 |
| Discharges (Title XIX; Adults & Peds) | 29 |
| Total Discharges (Adults & Peds) | 859 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. 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. |
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| Care Quality Concerns |
| 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 | 87% |
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| 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 | No Different Than National Average |
| 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) | 154 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 10.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 24 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.3 |
| 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 | 20.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.9 |
| 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) | 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 | Number of cases too small |
| 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 | Jan 01, 2022 |
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| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,999 |
|---|---|
| Bad Debt Expense | $456 |
| Uncompensated Care Cost | $2,172 |
| Total Uncompensated Care | $2,172 |
| Total Salaries | $32,694 |
|---|---|
| Overhead Expenses (Non-Salary) | $55,493 |
| Depreciation Expense | $5,120 |
| Total Operating Costs | $72,830 |
| Inpatient Charges | $27,947 |
|---|---|
| Outpatient Charges | $109,416 |
| Total Patient Charges | $137,363 |
| 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 | $9 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $13,920 |
| Allowance for Doubtful Accounts | $-4,179 |
| Inventory | $1,007 |
| Prepaid Expenses | $124 |
| Other Current Assets | $1,365 |
| Total Current Assets | $-8,115 |
| Land Value | $3,568 |
|---|---|
| Land Improvements Value | $3,573 |
| Building Value | $58,420 |
| Leasehold Improvements | $879 |
| Fixed Equipment Value | |
| Major Movable Equipment | $12,895 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $59,313 |
| Long-Term Investments | $58 |
|---|---|
| Other Assets | |
| Total Other Assets | $58 |
| Total Assets | $51,256 |
| Accounts Payable | $2,560 |
|---|---|
| Salaries & Wages Payable | $1,477 |
| Payroll Taxes Payable | $533 |
| Short-Term Debt | $19 |
| Deferred Revenue | |
| Other Current Liabilities | $5,538 |
| Total Current Liabilities | $10,127 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $317 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,196 |
| Total Long-Term Liabilities | $1,513 |
| Total Liabilities | $11,639 |
| General Fund Balance | $39,617 |
|---|---|
| Total Fund Balances | $39,617 |
| Total Liabilities & Equity | $51,256 |
| 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 | $32,948 |
|---|---|
| Outpatient Revenue | $117,498 |
| Total Patient Revenue | $150,446 |
| Contractual Allowances & Discounts | $67,728 |
| Net Patient Revenue | $82,718 |
| Total Operating Expenses | $88,187 |
| Net Service Income | $-5,469 |
| Other Income | $7,700 |
| Total Income | $2,231 |
| Other Expenses | |
| Net Income | $2,231 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $14,412 |
| Medicaid Charges | $25,003 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |