Western Arizona Regional Medical Center

Western Arizona Regional Medical Center, located in Bullhead City, Arizona, is a full-service, acute care hospital dedicated to serving the tri-state area of Arizona, Nevada, and California. We are a Joint Commission-accredited facility offering a wide range of services, including inpatient, outpatient, home health, and hospice care. Our 98-bed hospital provides comprehensive medical services such as surgical, emergency, cardiovascular, imaging, rehabilitation, and senior care. With a commitment to quality, compassionate care, we strive to meet the healthcare needs of our community through advanced technology and a team of dedicated professionals.

Identifiers

Hospital Name Western Arizona Regional Medical Center
Facility ID 030101

Location

Address 2735 SILVER CREEK ROAD
City/Town Bullhead City
State AZ
ZIP Code 86442
County/Parish MOHAVE

Health System

Health System Community Health Systems
Health System Website Domain chs.net
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 34
Health System Total Beds 6172
Health System Hospital Locations Alaska, Alabama, Arkansas, Arizona, Florida, Georgia, Missouri, Mississippi, New Mexico, Oklahoma, Pennsylvania, Tennessee and Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Community Health Systems
Emergency Services Yes

Denten Park

Interim Chief Executive Officer

Previously served as CEO of MountainView Regional Medical Center in Las Cruces, New Mexico, and then as Market Chief Executive Officer for Northwest Health. At MountainView, his accomplishments included recruiting physicians and providers, building New Mexico's first freestanding emergency center, and launching the first trauma program for the community.

Michelle Cash, R.N.

Chief Nursing Officer

NA

Sarah Caddick

Chief Quality Officer

NA

Christopher Frysztak

Chief Financial Officer

Has been with Western Arizona Regional Medical Center for four years, leading it out of an unstable financial period. He has stabilized the financial department and created a more positive culture for employees.

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 139

Staffing & Personnel

FTE Employees on Payroll 395.78
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 5553
Inpatient Days (Title XIX) NA
Total Inpatient Days 18347
Bed Count 93
Available Bed Days 33945
Discharges (Title V) NA
Discharges (Title XVIII) 1263
Discharges (Title XIX) NA
Total Discharges 4010

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 4381
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 14276
Bed Count (Adults & Peds) 73
Available Bed Days (Adults & Peds) 26645
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1263
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 4010

Quality Summary

Care Quality Stengths 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. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital.
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. Patients reported concerns with being abel to have quiet rest in the hospital

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 53%

Mortality Group Indicators

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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 147

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 4.3
Readmission Score Hospital Return Days for Heart Failure Patients -10.3
Readmission Score Hospital Return Days for Pneumonia Patients -22.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.9
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 1.5
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.1
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 14.7
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 Fewer Days Than Average 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 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 Worse 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 Not Available
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

Infection SIRs

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 Period

Fiscal Year Begin Sep 01, 2022
Fiscal Year End Aug 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,060
Bad Debt Expense $8,740
Uncompensated Care Cost $1,762
Total Uncompensated Care $1,997

Operating Expenses ($ thousands)

Total Salaries $31,386
Overhead Expenses (Non-Salary) $12,072
Depreciation Expense $3,780
Total Operating Costs $91,102

Charges ($ thousands)

Inpatient Charges $706,029
Outpatient Charges $771,468
Total Patient Charges $1,477,497

Wage-Related Details ($ thousands)

Core Wage Costs $6,847
Wage Costs (RHC/FQHC)
Adjusted Salaries $31,386
Contract Labor (Patient Care) $8,129
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-0
Short-Term Investments
Notes Receivable
Accounts Receivable $30,298
Allowance for Doubtful Accounts $-7,737
Inventory $3,678
Prepaid Expenses $791
Other Current Assets $22
Total Current Assets $27,052

Balance Sheet – Fixed Assets ($ thousands)

Land Value $1,301
Land Improvements Value $1,052
Building Value $44,834
Leasehold Improvements $18,380
Fixed Equipment Value $5,370
Major Movable Equipment $25,674
Minor Depreciable Equipment $6,621
Health IT Assets
Total Fixed Assets $34,675

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $-705
Total Other Assets $-705
Total Assets $61,022

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,288
Salaries & Wages Payable $3,215
Payroll Taxes Payable $295
Short-Term Debt $286
Deferred Revenue
Other Current Liabilities $483
Total Current Liabilities $-686,530

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $463
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $463
Total Liabilities $-686,067

Balance Sheet – Equity ($ thousands)

General Fund Balance $747,088
Total Fund Balances $747,088
Total Liabilities & Equity $61,022

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $1,061
Outlier Payments
DSH Adjustment $16
Eligible DSH % $0
Simulated MC Payments $15,407
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $706,155
Outpatient Revenue $771,468
Total Patient Revenue $1,477,623
Contractual Allowances & Discounts $1,363,314
Net Patient Revenue $114,309
Total Operating Expenses $43,458
Net Service Income $70,851
Other Income $3,252
Total Income $74,102
Other Expenses
Net Income $74,102

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $11,468
Medicaid Charges $258,486
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing Yes--In Process of Replacing

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No