UnityPoint Health Marshalltown

UnityPoint Health - Marshalltown, located at 55 UnityPoint Way, is your community healthcare provider dedicated to improving the health of central Iowans. As a not-for-profit hospital, we offer compassionate, high-quality care with a wide range of services, including emergency care (open 24/7), cardiac rehabilitation, imaging, surgery, and specialized outreach care. Our team of dedicated doctors, nurses, and staff work together to ensure you receive personalized and affordable healthcare close to home. We are a Level IV Trauma Center with a state-of-the-art facility, ready to serve your healthcare needs. In 2024, we treated nearly 19,000 patients in our emergency room and remain committed to providing the best outcome for every patient, every time.

Identifiers

Hospital Name UnityPoint Health Marshalltown
Facility ID 160001

Location

Address 55 UNITYPOINT WAY
City/Town Marshalltown
State IA
ZIP Code 50158
County/Parish MARSHALL

Health System

Health System UnityPoint Health
Health System Website Domain unitypoint.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 25
Health System Total Beds 3388
Health System Hospital Locations Iowa, Illinois and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details UnityPoint Health
Emergency Services Yes

Shari King

Hospital Administrator

Was a physical therapist and transitioned into administration, has been administrator for four and a half years.

Jenni Friedly

Market President

Prior to this role, Jenni had a dual role as President for the UnityPoint Health – Marshalltown hospital and as Vice President, Chief Operating Officer for UnityPoint Health – Waterloo. She has been with the organization for more than 14 years and has nearly 30 years of leadership experience in healthcare. She has been instrumental in leading the turnaround of the Marshalltown hospital which was purchased out of bankruptcy in 2017, and subsequently opened a new hospital in Marshalltown in 2022.

Russell Adams, MD

Executive Team

NA

Carolyn Barko

Executive Team

NA

Kingsley Botchway

Executive Team

NA

Bonnie Castro

Director of Nursing

Brings 19 years of nursing experience in the areas of medical/surgical, case management, quality, ambulatory care management and director-level leadership.

Zach French

Executive Team

NA

Dan Glascock, MD

Executive Team

NA

Jen Arneson

Part-time House Supervisor, assists with nursing education

Previously served as Director of Nursing.

Becky Dirks

Development Director, UPH Marshalltown Foundation

NA

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 49

Staffing & Personnel

FTE Employees on Payroll 264.56
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1314
Inpatient Days (Title XIX) 367
Total Inpatient Days 2891
Bed Count 27
Available Bed Days 9855
Discharges (Title V) NA
Discharges (Title XVIII) 391
Discharges (Title XIX) 106
Total Discharges 846

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1314
Inpatient Days (Title XIX; Adults & Peds) 367
Total Inpatient Days (Adults & Peds) 2891
Bed Count (Adults & Peds) 27
Available Bed Days (Adults & Peds) 9855
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 391
Discharges (Title XIX; Adults & Peds) 106
Total Discharges (Adults & Peds) 846

Quality Summary

Care Quality Stengths High overall patient satisfaction. 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. 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 Hospital struggles with high infection rates

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 69%

Mortality Group Indicators

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 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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
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 Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -24.6
Readmission Score Hospital Return Days for Pneumonia Patients -24.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14
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 1.2
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 19.5
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 14.9
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 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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) 1.438
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $734
Bad Debt Expense $3,063
Uncompensated Care Cost $1,963
Total Uncompensated Care $6,628

Operating Expenses ($ thousands)

Total Salaries $28,803
Overhead Expenses (Non-Salary) $41,878
Depreciation Expense $1,913
Total Operating Costs $63,339

Charges ($ thousands)

Inpatient Charges $18,943
Outpatient Charges $137,947
Total Patient Charges $156,890

Wage-Related Details ($ thousands)

Core Wage Costs $5,205
Wage Costs (RHC/FQHC)
Adjusted Salaries $28,711
Contract Labor (Patient Care) $3,883
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $3
Short-Term Investments
Notes Receivable
Accounts Receivable $21,361
Allowance for Doubtful Accounts $-14,009
Inventory
Prepaid Expenses $1,554
Other Current Assets $147
Total Current Assets $11,612

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,591
Land Improvements Value $90
Building Value $63,108
Leasehold Improvements
Fixed Equipment Value $6,207
Major Movable Equipment $18,730
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $69,815

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $1,516
Other Assets $-309
Total Other Assets $1,207
Total Assets $82,633

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,318
Salaries & Wages Payable $2,632
Payroll Taxes Payable
Short-Term Debt $382
Deferred Revenue
Other Current Liabilities $38,490
Total Current Liabilities $47,821

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $947
Total Long-Term Liabilities $947
Total Liabilities $48,768

Balance Sheet – Equity ($ thousands)

General Fund Balance $33,865
Total Fund Balances $33,865
Total Liabilities & Equity $82,633

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $2,133
DRG (Post-Oct 1) $865
Outlier Payments
DSH Adjustment $30
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $21,426
Outpatient Revenue $146,404
Total Patient Revenue $167,830
Contractual Allowances & Discounts $101,927
Net Patient Revenue $65,904
Total Operating Expenses $70,681
Net Service Income $-4,777
Other Income $8,649
Total Income $3,872
Other Expenses
Net Income $3,872

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $6,158
Medicaid Charges $26,579
Net CHIP Revenue $159
CHIP Charges $624

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Infor
ERP Version S3
EHR is Changing No