CHI Health Missouri Valley, located at 631 N 8th St in Missouri Valley, IA, has been dedicated to enhancing the quality of life for Harrison County residents for over 50 years. As a community hospital and recognized as one of the top 20 critical access hospitals in the nation, they are committed to keeping you and your loved ones healthy by offering personalized, compassionate care close to home. CHI Health Missouri Valley provides a wide array of services, including primary care, pediatrics, women's health, emergency services, diagnostic imaging, and rehabilitation services. They collaborate with the community to promote wellness and preventative care, striving to improve the health of southwest Iowa residents of all ages.
| Hospital Name | CHI Health Missouri Valley |
|---|---|
| Facility ID | 161309 |
| Address | 631 N 8TH ST |
|---|---|
| City/Town | Missouri Valley |
| State | IA |
| ZIP Code | 51555 |
| County/Parish | HARRISON |
| Health System | CommonSpirit Health |
|---|---|
| Health System Website Domain | commonspirit.org |
| Recently Joined Health System (Past 4 Years) | No |
| 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 |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
Brings more than 20 years of leadership and operational strategy to the organization. Holds a MBA and was part of a Healthcare Advisory Fellowship Program in 2012. His background includes healthcare senior leadership in Kansas City and local government, having served for 13 years as a city councilman and mayor in St. Joseph, Mo. A successful team builder, Jones works to exceed patient expectations while meeting budget - all without compromising employee satisfaction. Assumed leadership of CHI Health Missouri Valley on April 19, 2021. Also holds the expanded role of Regional Market President with oversight of all owned and managed regional Critical Access Hospitals as of December 2021.
Serves CHI Health Missouri Valley and surrounding clinics. Hired in September 2022. Also serves as the Auxiliary liaison and Senior Health Insurance Information Program (SHIIP) liaison. Passionate advocate for bringing more health-related opportunities to Harrison County, and promoting CHI Health's mission, vision and values. Has a passion for networking, allowing her previous employment experiences to assist in promoting and moving forward the programs in which she is involved. Has grown CHI Health Missouri Valley's social media and marketing presence since her start date and hopes to return to school to secure her nonprofit management degree so she can better serve her Foundation, hospital, clinics, and communities. Holds a bachelor's in English on a Creative Writing Track from Creighton University, Omaha, Neb. Is a part-time tumbling instructor at Blair Dance Center in Blair, Neb., and co-owner of Heavy Metal Renaissance, LLC, a custom metal shop in Woodbine, Iowa. Is a member of the Woodbine (Iowa) Kiwanis, where she previously served as president and secretary. Volunteers for her local police department, and for the Woodbine Community School District providing jump and tumbling clinics. Is the co-founder of the Healthy Harrison Coalition and former co-chair, and current member. Also serves as a member of the Patient and Family Advisory Council (PFAC) at CHI Health Missouri Valley. Graduated from the inaugural class of the Leadership Harrison program in 2012. Previously, was a member of the education committee and a Sunday school teacher for the Woodbine United Methodist Church and a Woodbine Main Street Promotions Committee, and was public relations chair for the Town and Country Arts, Woodbine Blue Zones Committee, Modale Fun Days committee and Missouri Valley Kiwanis.
| 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 | 93.89 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1042 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 2428 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 122 |
| Discharges (Title XIX) | NA |
| Total Discharges | 212 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 413 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 692 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 122 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 212 |
| 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 | |
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| 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 | 69% |
|---|
| 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 | |
| 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) | 105 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 2.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| 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 | 18.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| 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 | Number of Cases Too Small |
| 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 | 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 | 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 | Number of Cases Too Small |
| 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $361 |
|---|---|
| Bad Debt Expense | $647 |
| Uncompensated Care Cost | $699 |
| Total Uncompensated Care | $699 |
| Total Salaries | $12,942 |
|---|---|
| Overhead Expenses (Non-Salary) | $18,187 |
| Depreciation Expense | $801 |
| Total Operating Costs | $29,307 |
| Inpatient Charges | $5,796 |
|---|---|
| Outpatient Charges | $47,647 |
| Total Patient Charges | $53,443 |
| 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 | $224 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $4,683 |
| Allowance for Doubtful Accounts | $-2,577 |
| Inventory | $354 |
| Prepaid Expenses | $7 |
| Other Current Assets | |
| Total Current Assets | $2,989 |
| Land Value | $861 |
|---|---|
| Land Improvements Value | $146 |
| Building Value | $4,642 |
| Leasehold Improvements | |
| Fixed Equipment Value | $613 |
| Major Movable Equipment | $3,648 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $4,847 |
| Long-Term Investments | $33,326 |
|---|---|
| Other Assets | $879 |
| Total Other Assets | $34,204 |
| Total Assets | $42,040 |
| Accounts Payable | $-30,888 |
|---|---|
| Salaries & Wages Payable | $656 |
| Payroll Taxes Payable | $0 |
| Short-Term Debt | |
| Deferred Revenue | $223 |
| Other Current Liabilities | $164 |
| Total Current Liabilities | $-25,845 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $277 |
| Total Long-Term Liabilities | $277 |
| Total Liabilities | $-25,568 |
| General Fund Balance | $67,608 |
|---|---|
| Total Fund Balances | $67,608 |
| Total Liabilities & Equity | $42,040 |
| 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 | $5,738 |
|---|---|
| Outpatient Revenue | $48,741 |
| Total Patient Revenue | $54,479 |
| Contractual Allowances & Discounts | $23,419 |
| Net Patient Revenue | $31,059 |
| Total Operating Expenses | $31,129 |
| Net Service Income | $-70 |
| Other Income | $3,766 |
| Total Income | $3,696 |
| Other Expenses | |
| Net Income | $3,696 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,289 |
| Medicaid Charges | $7,895 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |