CHI Health Good Samaritan

CHI Health Good Samaritan, located at 10 East 31st St in Kearney, Nebraska, is a 268-bed regional referral center committed to providing personalized care that heals the body, mind, and spirit. Established in 1924, our advanced Level II Trauma Center offers comprehensive services, including AirCare emergency helicopter transport and a full ambulance program. We provide a wide range of specialized care, such as cardiac services with open-heart surgery, a Level II NICU, a nationally accredited cancer center, neurosurgery, orthopedics, and mental health services. As a community partner, we devote resources to benefit the health of the greater community and care for all patients, regardless of their ability to pay. CHI Health Good Samaritan is dedicated to serving travelers along I-80 and rural Nebraskans and Kansans, ensuring access to high-quality care close to home.

Identifiers

Hospital Name CHI Health Good Samaritan
Facility ID 280009

Location

Address P O BOX 1990, 10 EAST 31ST ST
City/Town Kearney
State NE
ZIP Code 68847
County/Parish BUFFALO

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 Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details CommonSpirit Health
Emergency Services Yes

Curt Coleman

President

Curt Coleman was named president of CHI Health Good Samaritan effective August 1, 2022. He succeeded Mike Schnieders. Coleman previously served as president of critical access hospitals for Genesis Health System in Davenport, Iowa, and has held high-ranking executive roles at three other healthcare facilities in Iowa. He holds a master's degree in hospital and health administration from the University of Iowa. Leading a larger hospital had been a goal for him, and he noted that Good Samaritan provided the opportunity to build relationships with critical access hospital neighbors.

Kimber Bonner

Vice President, Patient Care Services

Kimber Bonner is the vice president, Patient Care Services at Good Samaritan. She expressed excitement about welcoming Curt Coleman to help continue the hospital's mission and ensure advanced care is provided to the region.

Residency Programs

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

Capacity & Services

Licensed Beds 165

Staffing & Personnel

FTE Employees on Payroll 578.13
FTE Interns & Residents 2.76

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 9339
Inpatient Days (Title XIX) 1260
Total Inpatient Days 26238
Bed Count 182
Available Bed Days 66430
Discharges (Title V) NA
Discharges (Title XVIII) 1692
Discharges (Title XIX) 95
Total Discharges 4883

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 7606
Inpatient Days (Title XIX; Adults & Peds) 1164
Total Inpatient Days (Adults & Peds) 19855
Bed Count (Adults & Peds) 148
Available Bed Days (Adults & Peds) 54020
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1692
Discharges (Title XIX; Adults & Peds) 95
Total Discharges (Adults & Peds) 4883

Quality Summary

Care Quality Stengths High overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns

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 74%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients No Different Than National Average
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 Worse 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) 130

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -1.1
Readmission Score Hospital Return Days for Heart Failure Patients 11.1
Readmission Score Hospital Return Days for Pneumonia Patients 22.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.3
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 0.6
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.2
Readmission Score Rate of Readmission for CABG 11.2
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.2
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 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 Better 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 No Different Than the National Rate
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 No Different Than the National Rate
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) 0.650
CAUTI SIR (Standardized Infection Ratio) 0.885
SSI SIR (Standardized Infection Ratio) 0.792
CDI SIR (Standardized Infection Ratio) 0.224
MRSA SIR (Standardized Infection Ratio) 0.595

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,962
Bad Debt Expense $8,641
Uncompensated Care Cost $6,396
Total Uncompensated Care $15,663

Operating Expenses ($ thousands)

Total Salaries $48,303
Overhead Expenses (Non-Salary) $117,987
Depreciation Expense $8,495
Total Operating Costs $156,884

Charges ($ thousands)

Inpatient Charges $267,623
Outpatient Charges $291,364
Total Patient Charges $558,987

Wage-Related Details ($ thousands)

Core Wage Costs $13,146
Wage Costs (RHC/FQHC)
Adjusted Salaries $48,303
Contract Labor (Patient Care) $6,328
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $103,367
Short-Term Investments
Notes Receivable
Accounts Receivable $71,675
Allowance for Doubtful Accounts $-43,599
Inventory $8,729
Prepaid Expenses $496
Other Current Assets
Total Current Assets $144,546

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,918
Land Improvements Value $9,434
Building Value $112,253
Leasehold Improvements $433
Fixed Equipment Value $48,698
Major Movable Equipment $92,248
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $98,523

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $7,499
Other Assets $320,863
Total Other Assets $328,362
Total Assets $571,431

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,056
Salaries & Wages Payable $3,193
Payroll Taxes Payable $51
Short-Term Debt $423
Deferred Revenue
Other Current Liabilities $-92,794
Total Current Liabilities $-87,446

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $4,624
Unsecured Loans
Other Long-Term Liabilities $10,157
Total Long-Term Liabilities $14,780
Total Liabilities $-72,665

Balance Sheet – Equity ($ thousands)

General Fund Balance $644,096
Total Fund Balances $644,096
Total Liabilities & Equity $571,431

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,926
DRG (Post-Oct 1) $16,570
Outlier Payments
DSH Adjustment $793
Eligible DSH % $0
Simulated MC Payments $5,855
Total IME Payments $192

Revenue & Income Statement ($ thousands)

Inpatient Revenue $267,623
Outpatient Revenue $291,364
Total Patient Revenue $558,987
Contractual Allowances & Discounts $384,465
Net Patient Revenue $174,522
Total Operating Expenses $180,303
Net Service Income $-5,780
Other Income $19,847
Total Income $14,067
Other Expenses
Net Income $14,067

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $14,949
Medicaid Charges $88,281
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