Goodland Regional Medical Center

Goodland Regional Medical Center, located at 220 West Second Street in Goodland, KS, is a critical access hospital dedicated to providing patient-centered care in a family-oriented community. As a county-owned and community-led facility, we are responsive, innovative, and committed to personalized care. We offer a wide range of services, including Cardiac Calcium Scoring with our advanced 128-slice CT scanner, 3D Mammography, and comprehensive rehabilitation services. Our membership in the CommonSpirit network allows us to share resources and provide the best possible care to Sherman County and the surrounding area.

Identifiers

Hospital Name Goodland Regional Medical Center
Facility ID 171370

Location

Address 220 WEST SECOND STREET
City/Town Goodland
State KS
ZIP Code 67735
County/Parish SHERMAN

Health System

Health System CommonSpirit Health
Health System Website Domain commonspirit.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 106
Health System Total Beds 17364
Health System Hospital Locations Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah

Ownership & Characteristics

Hospital Type Critical Access Hospitals
Hospital Ownership Government - Local
Ownership Details CommonSpirit Health
Emergency Services Yes

Lucretia Stargell

Chief Executive Officer

Lucretia Stargell, MBA, FACHE, CPPS, has been chosen to serve as the Chief Executive Officer effective February 24, 2025. With many years of experience as a healthcare executive, Lucretia brings with her a wealth of knowledge and skills in strategic partnerships, physician relations, service line expansion, marketing, and recruitment. Prior to joining in Northwest Kansas, Lucretia served as the Functional Chief Operations Officer of Vecinos Healthcare in Cullowhee, North Carolina, where she led strategy, operations, and growth initiatives for an independent, not-for-profit healthcare organization covering six counties in western North Carolina. Before that role, she has held numerous leadership positions that assisted in the growth and operations of rural healthcare facilities in North Carolina and Maine. Lucretia earned her bachelor's degree from Hollins University in Roanoke, Virginia, before completing her master's of business administration degree from Western Carolina University in Cullowhee, North Carolina.

Travis Daise, MD

Chief Medical Officer

Heather Prideaux

Chief Financial Officer

Amie Powell, RN, BSN

Chief Operations Officer

Allison Mulch, RN, BSN

Chief Clinical Officer

Ryan Marvin

Director of Support Services

Gail Shephard

Director of Human Resources

Tina Whisnant, RN, OHCC

Compliance Officer/Risk Manager

Jennifer Thompson

Director of Community Education & Outreach

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 25

Staffing & Personnel

FTE Employees on Payroll 101.41
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1254
Inpatient Days (Title XIX) 4
Total Inpatient Days 1599
Bed Count 22
Available Bed Days 8030
Discharges (Title V) NA
Discharges (Title XVIII) 246
Discharges (Title XIX) 1
Total Discharges 334

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 838
Inpatient Days (Title XIX; Adults & Peds) 4
Total Inpatient Days (Adults & Peds) 1149
Bed Count (Adults & Peds) 22
Available Bed Days (Adults & Peds) 8030
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 246
Discharges (Title XIX; Adults & Peds) 1
Total Discharges (Adults & Peds) 334

Quality Summary

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

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 57%

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 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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 110

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 25.5
Readmission Score Hospital Return Days for Pneumonia Patients 0.1
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13
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 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.5
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.2
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 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 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 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 Not Available
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 Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $87
Bad Debt Expense $1,344
Uncompensated Care Cost $784
Total Uncompensated Care $1,244

Operating Expenses ($ thousands)

Total Salaries $8,288
Overhead Expenses (Non-Salary) $13,226
Depreciation Expense $894
Total Operating Costs $19,898

Charges ($ thousands)

Inpatient Charges $4,846
Outpatient Charges $30,555
Total Patient Charges $35,402

Wage-Related Details ($ thousands)

Core Wage Costs
Wage Costs (RHC/FQHC)
Adjusted Salaries
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $11,870
Short-Term Investments
Notes Receivable
Accounts Receivable $6,624
Allowance for Doubtful Accounts $-4,347
Inventory $625
Prepaid Expenses $132
Other Current Assets $1,405
Total Current Assets $16,634

Balance Sheet – Fixed Assets ($ thousands)

Land Value $66
Land Improvements Value $229
Building Value $3,827
Leasehold Improvements
Fixed Equipment Value $2,108
Major Movable Equipment $9,947
Minor Depreciable Equipment
Health IT Assets $2,158
Total Fixed Assets $3,808

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $671
Other Assets
Total Other Assets $671
Total Assets $21,113

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,107
Salaries & Wages Payable $892
Payroll Taxes Payable
Short-Term Debt $445
Deferred Revenue
Other Current Liabilities $100
Total Current Liabilities $2,544

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $1,123
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $1,123
Total Liabilities $3,668

Balance Sheet – Equity ($ thousands)

General Fund Balance $17,445
Total Fund Balances $17,445
Total Liabilities & Equity $21,113

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $5,355
Outpatient Revenue $32,050
Total Patient Revenue $37,405
Contractual Allowances & Discounts $17,133
Net Patient Revenue $20,272
Total Operating Expenses $21,514
Net Service Income $-1,242
Other Income $2,470
Total Income $1,228
Other Expenses
Net Income $1,228

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $740
Medicaid Charges $2,135
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No