**Welcome to Cedar County Memorial Hospital, your trusted healthcare provider in El Dorado Springs, Missouri.** We are a critical access hospital dedicated to providing comprehensive medical and surgical care for inpatient, outpatient, and emergency room patients. Our 24/7 emergency services and Level III Stroke Center certification ensure we are prepared to handle life-threatening situations. We are proud to be a team organization caring for our friends, family, and neighbors. Visit us at 1401 South Park Street for compassionate, quality care, close to home.
| Hospital Name | Cedar County Memorial Hospital |
|---|---|
| Facility ID | 261323 |
| Address | 1401 SOUTH PARK STREET |
|---|---|
| City/Town | El Dorado Springs |
| State | MO |
| ZIP Code | 64744 |
| County/Parish | CEDAR |
| Health System | CoxHealth |
|---|---|
| Health System Website Domain | coxhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 1165 |
| Health System Hospital Locations | Missouri |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Governmental, County |
| Emergency Services | Yes |
As the CEO of Cedar County Memorial Hospital, I consider it a privilege that you have chosen us as your healthcare provider. I have a very successful track record in reviving stressed rural community hospitals over the past 16 years. I am very passionate about my innovativeness in recruiting new physicians and providers, improving quality outcomes in both inpatient and outpatient areas, encouraging community wellness to address preventable illnesses, and I am committed to working with the business community to satisfy their healthcare needs and rebuilding community trust in healthcare. Being a critical thinker and passionate business leader, I have extensive experience designing and implementing business development and expansion plans. I have diversified knowledge regarding restructuring devastated businesses, specifically hospitals and health care centers. I implement the operations, and develop new financial policies and procedures, and improve services in addition to fostering and improving staff and community relationships.
Mandi Jordan joined CCMH with over 20+ years of healthcare administration experience. She most recently worked as Director of Materials Management for seven years at a small rural community hospital, and also has ten years experience as a hospital Executive Assistant. She is born and raised in this area, graduating from Nevada High School and Cottey College. She is happy to be a part of the small but mighty team at CCMH!
I'm currently in school for accounting. I enjoy solving problems and analyzing data/reporting. I process payroll and accounts payable for Cedar County Memorial Hospital Administration. Outside of work, I enjoy spending time with my husband and our three daughters and we love traveling.
Credentialing Specialist/Compliance Officer - coordinates Medical Staff activities; establishes and maintains professional communications with the Medical Staff, Administration, and all hospital departments; review and analysis of the ongoing credentialing, privileging, and Medical Staff governance functions; ensures hospital compliance with all federal and state regulations, organizational policies and code of conduct, and accrediting and regulatory agencies. I have an Associates of Applied Science degree in Business Computer Programming. I have worked with the Medical Staff for the last 14+ years.
Coordinates credentialing data for enrollment, contracting, and onboarding of individual providers with insurance and government payers. Responsible for all provider, hospital and clinic credentialing and re-credentialing; maintenance of Council for Affordable Quality Healthcare (CAQH) account database for providers; responds to internal and external inquiries on enrollment matters; collects and maintains required documentation for providers and maintains a database to track this information; works closely with the Medical Staff Coordinator and the Director of Managed Care for the facility. I have worked in this field for 30+ years.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 88.18 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 765 |
| Inpatient Days (Title XIX) | 63 |
| Total Inpatient Days | 1545 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 91 |
| Discharges (Title XIX) | 18 |
| Total Discharges | 207 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 356 |
| Inpatient Days (Title XIX; Adults & Peds) | 63 |
| Total Inpatient Days (Adults & Peds) | 821 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 91 |
| Discharges (Title XIX; Adults & Peds) | 18 |
| Total Discharges (Adults & Peds) | 207 |
| 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 |
| 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 |
| Percent of Patients Who Definitely Recommend the Hospital | 65% |
|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 100 |
|---|
| 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 | 2.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| 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) | Number of Cases Too Small |
| 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 | 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 |
| 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 Year Begin | Feb 01, 2022 |
|---|---|
| Fiscal Year End | Jan 31, 2023 |
| Charity Care Cost | $51 |
|---|---|
| Bad Debt Expense | $994 |
| Uncompensated Care Cost | $645 |
| Total Uncompensated Care | $645 |
| Total Salaries | $5,050 |
|---|---|
| Overhead Expenses (Non-Salary) | $12,648 |
| Depreciation Expense | $1,218 |
| Total Operating Costs | $15,807 |
| Inpatient Charges | $4,321 |
|---|---|
| Outpatient Charges | $21,789 |
| Total Patient Charges | $26,110 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $5,160 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $3,059 |
| Allowance for Doubtful Accounts | |
| Inventory | $370 |
| Prepaid Expenses | $447 |
| Other Current Assets | $169 |
| Total Current Assets | $9,235 |
| Land Value | |
|---|---|
| Land Improvements Value | $468 |
| Building Value | $11,153 |
| Leasehold Improvements | |
| Fixed Equipment Value | $1,014 |
| Major Movable Equipment | $7,395 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $5,188 |
| Long-Term Investments | $2,775 |
|---|---|
| Other Assets | $224 |
| Total Other Assets | $2,999 |
| Total Assets | $17,423 |
| Accounts Payable | $612 |
|---|---|
| Salaries & Wages Payable | $378 |
| Payroll Taxes Payable | $131 |
| Short-Term Debt | $84 |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $1,205 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $133 |
| Total Long-Term Liabilities | $133 |
| Total Liabilities | $1,338 |
| General Fund Balance | $16,085 |
|---|---|
| Total Fund Balances | $16,085 |
| Total Liabilities & Equity | $17,423 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $4,449 |
|---|---|
| Outpatient Revenue | $24,264 |
| Total Patient Revenue | $28,713 |
| Contractual Allowances & Discounts | $13,644 |
| Net Patient Revenue | $15,069 |
| Total Operating Expenses | $17,698 |
| Net Service Income | $-2,629 |
| Other Income | $2,183 |
| Total Income | $-447 |
| Other Expenses | |
| Net Income | $-447 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,990 |
| Medicaid Charges | $1,559 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |