Platte County Memorial Hospital, located in Wheatland, Wyoming, is your trusted community healthcare provider. As a 25-bed critical access hospital managed by Banner Health, we offer a wide range of services including emergency care, surgery, diagnostic imaging, physical therapy, and maternity care. Our dedicated team provides compassionate and comprehensive care to meet your physical, emotional, and spiritual needs. We are committed to delivering medical excellence and fostering a welcoming environment for our community. Visit us at 201 14th Street, Wheatland, WY.
| Hospital Name | Platte County Memorial Hospital |
|---|---|
| Facility ID | 531305 |
| Address | 201 14TH STREET |
|---|---|
| City/Town | Wheatland |
| State | WY |
| ZIP Code | 82201 |
| County/Parish | PLATTE |
| Health System | Banner Health |
|---|---|
| Health System Website Domain | bannerhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 29 |
|---|---|
| Health System Total Beds | 6029 |
| Health System Hospital Locations | Arizona, California, Colorado, Nebraska, Nevada and Wyoming |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Banner Health |
| Emergency Services | Yes |
Sandy Dugger was named CEO of Platte County Memorial Hospital (now Platte County Hospital) in September 2024. She previously served as the chief operating officer of Banner Health's Wheatland and Torrington hospitals. Dugger has worked for Banner Health hospitals for 35 years and previously served as CEO of Banner Lassen Medical Center in Susanville, California. She has spent much of her career in human resources and became COO of the Banner hospitals in Torrington and Wheatland in 2014. She will continue to serve as CEO of Banner Lassen Medical Center and will have a strong presence at both facilities. Her priority for Platte County Hospital is managing upcoming construction projects and equipment replacement and focusing on provider recruitment. Originally from Nebraska, she and her husband moved to Wyoming in 1987. She has two grown children who live in Wyoming.
Zach Miller served as CEO in Wheatland and Torrington for about five years, and was appointed interim-CEO for Platte County Hospital in Wheatland, Wyoming in 2022. Miller joined the team in Wyoming in 2015 as chief nursing officer for both Community Hospital and Platte County Hospital. Prior to his time at Banner, he served as nursing director at Banner Del E Webb Medical Center in Sun City West, Arizona, and in various other leadership roles outside the organization in Arizona and Utah. Miller recently accepted a role at another Banner facility in Arizona.
| 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 | 102.28 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1101 |
| Inpatient Days (Title XIX) | 120 |
| Total Inpatient Days | 1571 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 197 |
| Discharges (Title XIX) | 31 |
| Total Discharges | 333 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 654 |
| Inpatient Days (Title XIX; Adults & Peds) | 68 |
| Total Inpatient Days (Adults & Peds) | 957 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 197 |
| Discharges (Title XIX; Adults & Peds) | 31 |
| Total Discharges (Adults & Peds) | 333 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 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 | 74% |
|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 133 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 0.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -8.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.5 |
| 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 | 18.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| 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 | 16.8 |
| 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 | Number of Cases Too Small |
| 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 | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,138 |
|---|---|
| Bad Debt Expense | $1,086 |
| Uncompensated Care Cost | $1,880 |
| Total Uncompensated Care | $3,305 |
| Total Salaries | $10,657 |
|---|---|
| Overhead Expenses (Non-Salary) | $16,870 |
| Depreciation Expense | $707 |
| Total Operating Costs | $24,528 |
| Inpatient Charges | $4,549 |
|---|---|
| Outpatient Charges | $28,720 |
| Total Patient Charges | $33,269 |
| 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 | $1 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $4,962 |
| Allowance for Doubtful Accounts | $-2,434 |
| Inventory | $566 |
| Prepaid Expenses | |
| Other Current Assets | $10 |
| Total Current Assets | $3,302 |
| Land Value | $49 |
|---|---|
| Land Improvements Value | $3 |
| Building Value | $968 |
| Leasehold Improvements | $11,657 |
| Fixed Equipment Value | $2,607 |
| Major Movable Equipment | $12,332 |
| Minor Depreciable Equipment | $799 |
| Health IT Assets | |
| Total Fixed Assets | $13,549 |
| Long-Term Investments | |
|---|---|
| Other Assets | $60 |
| Total Other Assets | $60 |
| Total Assets | $16,911 |
| Accounts Payable | $149 |
|---|---|
| Salaries & Wages Payable | $816 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-249 |
| Total Current Liabilities | $715 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $8,156 |
| Total Long-Term Liabilities | $8,156 |
| Total Liabilities | $8,871 |
| General Fund Balance | $8,040 |
|---|---|
| Total Fund Balances | $8,040 |
| Total Liabilities & Equity | $16,911 |
| 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 | $4,996 |
|---|---|
| Outpatient Revenue | $30,730 |
| Total Patient Revenue | $35,726 |
| Contractual Allowances & Discounts | $12,948 |
| Net Patient Revenue | $22,778 |
| Total Operating Expenses | $27,526 |
| Net Service Income | $-4,748 |
| Other Income | $798 |
| Total Income | $-3,950 |
| Other Expenses | |
| Net Income | $-3,950 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $768 |
| Medicaid Charges | $3,306 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |