Adventist Health Columbia Gorge, located at 1700 E 19th Street in The Dalles, Oregon, is a faith-based, nonprofit healthcare organization dedicated to serving the Columbia River Gorge community. As a Planetree-certified hospital, we emphasize patient-centered care with a wide range of services, including primary care, specialty clinics, and immediate care. Our mission is to inspire health, wholeness, and hope by bringing the best in evidence-based treatments and technology close to home. Founded by local residents for local residents, we are committed to redefining healthcare in the 21st century. Adventist Health Columbia Gorge is recognized for superior clinical outcomes, including the America's 50 Best Hospitals for Outpatient Prostate Care Award.
| Hospital Name | Adventist Health Columbia Gorge |
|---|---|
| Facility ID | 380001 |
| Address | 1700 E 19TH STREET |
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| City/Town | The Dalles |
| State | OR |
| ZIP Code | 97058 |
| County/Parish | WASCO |
| Health System | Adventist Health |
|---|---|
| Health System Website Domain | adventisthealth.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 26 |
|---|---|
| Health System Total Beds | 3713 |
| Health System Hospital Locations | California, Hawaii and Oregon |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Adventist Health |
| Emergency Services | Yes |
Jayme Thompson, MSN, RN, transitioned into her position Nov. 24, 2024. She was born at The Dalles hospital and has dedicated over 20 years of her career to caring for patients, mentoring nurses and leading teams at Adventist Health Columbia Gorge. Her journey began as an emergency department nurse and progressed through various leadership roles, including serving as the director of emergency services and most recently as patient care executive. Kyle King, Adventist Health Oregon service area president, highlighted her wealth of history and commitment to the community, as well as her passion for building successful teams that promote a collaborative environment. Thompson's experience, clinical expertise, and dedication to fostering a culture of collaboration, safety, and quality are noted as positioning her to be an exceptional leader. She expressed excitement to lead the teams in stabilizing the organization, recruiting talent, and innovating to better serve the community. Outside of work, she is a mother of twin boys and enjoys hiking, fishing, and cheering on her boys at their games. [9, 10]
Camie Overton served as Interim Administrator, filling the role after the retirement of Dennis Knox and before Jayme Thompson transitioned into the Operations Executive/Administrator position. [8, 9, 10] She was also referred to as operations executive for Adventist Health Columbia Gorge. [8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 49 |
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| FTE Employees on Payroll | 573.93 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4630 |
| Inpatient Days (Title XIX) | 718 |
| Total Inpatient Days | 7877 |
| Bed Count | 44 |
| Available Bed Days | 16060 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 690 |
| Discharges (Title XIX) | 131 |
| Total Discharges | 2016 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3411 |
| Inpatient Days (Title XIX; Adults & Peds) | 154 |
| Total Inpatient Days (Adults & Peds) | 5003 |
| Bed Count (Adults & Peds) | 27 |
| Available Bed Days (Adults & Peds) | 9855 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 690 |
| Discharges (Title XIX; Adults & Peds) | 131 |
| Total Discharges (Adults & Peds) | 2016 |
| 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. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. |
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| Care Quality Concerns | Hospital has had some challengs with infection rates being high. |
| Nurse Communication – Star Rating | |
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| 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 | 61% |
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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 | 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 | |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 147 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -29.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 3.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.4 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| 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 | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average 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 | No Different than expected |
| 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.770 |
| CDI SIR (Standardized Infection Ratio) | 0.627 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
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| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,229 |
|---|---|
| Bad Debt Expense | $453 |
| Uncompensated Care Cost | $2,403 |
| Total Uncompensated Care | $9,050 |
| Total Salaries | $66,483 |
|---|---|
| Overhead Expenses (Non-Salary) | $81,384 |
| Depreciation Expense | $4,681 |
| Total Operating Costs | $115,983 |
| Inpatient Charges | $58,603 |
|---|---|
| Outpatient Charges | $213,228 |
| Total Patient Charges | $271,831 |
| Core Wage Costs | $9,830 |
|---|---|
| Wage Costs (RHC/FQHC) | $1,568 |
| Adjusted Salaries | $66,483 |
| Contract Labor (Patient Care) | $6,764 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $5,443 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | $8 |
| Accounts Receivable | $32,558 |
| Allowance for Doubtful Accounts | $-10,307 |
| Inventory | $1,586 |
| Prepaid Expenses | $1,347 |
| Other Current Assets | $952 |
| Total Current Assets | $31,848 |
| Land Value | $623 |
|---|---|
| Land Improvements Value | $542 |
| Building Value | $25,330 |
| Leasehold Improvements | |
| Fixed Equipment Value | $8,361 |
| Major Movable Equipment | $36,262 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $14,686 |
| Long-Term Investments | $2,312 |
|---|---|
| Other Assets | $46,261 |
| Total Other Assets | $48,573 |
| Total Assets | $95,107 |
| Accounts Payable | $6,059 |
|---|---|
| Salaries & Wages Payable | $5,930 |
| Payroll Taxes Payable | $676 |
| Short-Term Debt | |
| Deferred Revenue | $131 |
| Other Current Liabilities | $1,764 |
| Total Current Liabilities | $14,561 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $47,180 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $592 |
| Total Long-Term Liabilities | $47,771 |
| Total Liabilities | $62,333 |
| General Fund Balance | $32,774 |
|---|---|
| Total Fund Balances | $32,774 |
| Total Liabilities & Equity | $95,107 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,672 |
| DRG (Post-Oct 1) | $2,046 |
| Outlier Payments | |
| DSH Adjustment | $188 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $65,537 |
|---|---|
| Outpatient Revenue | $234,366 |
| Total Patient Revenue | $299,903 |
| Contractual Allowances & Discounts | $176,691 |
| Net Patient Revenue | $123,213 |
| Total Operating Expenses | $147,868 |
| Net Service Income | $-24,655 |
| Other Income | $12,616 |
| Total Income | $-12,039 |
| Other Expenses | |
| Net Income | $-12,039 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $12,616 |
| Medicaid Charges | $45,148 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH |
|---|---|
| EHR Version | Unknown |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |