AllianceHealth Madill

AllianceHealth Madill, located at 901 S 5th Ave in Madill, OK, is a 25-bed critical access facility dedicated to providing safe, quality healthcare to Marshall County and the surrounding communities. As a Joint Commission-accredited hospital, we offer a range of inpatient and outpatient services, striving to ensure the highest level of comfort for our patients and their families. We are part of the AllianceHealth Oklahoma system, providing access to shared clinical expertise and coordinated care, with the goal of helping people get well and live healthier. With a focus on innovation and improved healthcare access, AllianceHealth Madill is committed to building enduring relationships with patients and delivering value to the communities we serve.

Identifiers

Hospital Name AllianceHealth Madill
Facility ID 371326

Location

Address 901 S 5TH AVE
City/Town Madill
State OK
ZIP Code 73446
County/Parish MARSHALL

Health System

Health System AllianceHealth
Health System Website Domain alliancehealthdurant.com
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 Critical Access Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Community Health Systems
Emergency Services Yes

Dan Coats

Chief Administrative Officer

Dan Coats was hired as the new chief administrative officer (CAO) at AllianceHealth Madill, effective April 11, 2022. [6] He is described as bringing many years of experience and a demonstrated track record of improving operations, growing services, building teams and creating a high level of patient satisfaction. [6] With more than 25 years in the healthcare industry, Coats has helped build cultures of excellence. [6] He joined AllianceHealth Madill from Oklahoma Center for Orthopaedic & Multi-Specialty Surgery (OCOM) in Oklahoma City, where he was chief executive officer and responsible for over 215 employees, two surgical hospitals, three outpatient clinics and an outpatient physical therapy program. [6] Under his leadership, OCOM achieved 99% percentile for inpatient satisfaction and a 2021 Healthgrades “Outstanding Patient Experience” award. [6] Dan has also held various senior leadership positions at Mercy Hospital Ada, Holdenville Regional and McAlester Regional Health. [6] Dan holds a Bachelor's Degree in Communication Disorders from the University Oklahoma, a Master's of Science in Human Resources from East Central University and a Master's of Science in Speech-Language Pathology from the University of Oklahoma Health Sciences. [6] Dan is also a Fellow of the American College of Healthcare Executives. [6] He is active in his community, serving on the Sooner Healthcare Executives Board and as a mentor with the American College of Healthcare Executives, and previously served on the Pontotoc County Drug Free Coalition. [6] He lives in Marshall County with his wife and enjoys golfing, fishing, and spending time with family. [6]

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 91.52
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 992
Inpatient Days (Title XIX) 48
Total Inpatient Days 1698
Bed Count 25
Available Bed Days 9125
Discharges (Title V) NA
Discharges (Title XVIII) 57
Discharges (Title XIX) 14
Total Discharges 121

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 199
Inpatient Days (Title XIX; Adults & Peds) 48
Total Inpatient Days (Adults & Peds) 393
Bed Count (Adults & Peds) 25
Available Bed Days (Adults & Peds) 9125
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 57
Discharges (Title XIX; Adults & Peds) 14
Total Discharges (Adults & Peds) 121

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 80%

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
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) 81

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients -2.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.1
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 Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate Not Available
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 16.6
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Number of Cases Too Small
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 Not Available
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 Number of Cases Too Small
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 Apr 01, 2022
Fiscal Year End Mar 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $529
Bad Debt Expense $2,122
Uncompensated Care Cost $1,134
Total Uncompensated Care $1,692

Operating Expenses ($ thousands)

Total Salaries $7,360
Overhead Expenses (Non-Salary) $9,830
Depreciation Expense $682
Total Operating Costs $17,873

Charges ($ thousands)

Inpatient Charges $7,480
Outpatient Charges $57,370
Total Patient Charges $64,850

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 $19
Short-Term Investments
Notes Receivable
Accounts Receivable $3,484
Allowance for Doubtful Accounts $-1,969
Inventory $267
Prepaid Expenses $252
Other Current Assets $9
Total Current Assets $2,061

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $67
Building Value $10,289
Leasehold Improvements $1,352
Fixed Equipment Value
Major Movable Equipment $1,248
Minor Depreciable Equipment $836
Health IT Assets
Total Fixed Assets $8,496

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $1,568
Total Other Assets $1,568
Total Assets $12,125

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $322
Salaries & Wages Payable $577
Payroll Taxes Payable $3
Short-Term Debt $29
Deferred Revenue
Other Current Liabilities $13
Total Current Liabilities $17,379

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $7
Total Long-Term Liabilities $7
Total Liabilities $17,386

Balance Sheet – Equity ($ thousands)

General Fund Balance $-5,261
Total Fund Balances $-5,261
Total Liabilities & Equity $12,125

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 $7,604
Outpatient Revenue $57,370
Total Patient Revenue $64,974
Contractual Allowances & Discounts $48,123
Net Patient Revenue $16,850
Total Operating Expenses $17,191
Net Service Income $-341
Other Income $-1,146
Total Income $-1,486
Other Expenses
Net Income $-1,486

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $1,576
Medicaid Charges $15,474
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing No