The Healing Place, located at 181 Whipple Street in Prescott, AZ, is a 24-bed inpatient behavioral health hospital offering compassionate psychiatric treatment and structured support for adults (18+) facing mental health and behavioral challenges. As a Medicare-certified and Joint Commission-accredited facility, The Healing Place is committed to providing the highest quality of care in a supportive and therapeutic environment. Services include psychiatric evaluations, medication management, therapeutic activities, and comprehensive discharge planning, all focused on patient-centered, whole-person care. If you or a loved one is experiencing a psychiatric crisis, The Healing Place is here to help facilitate healing and recovery.
| Hospital Name | The Healing Place |
|---|---|
| Facility ID | 034025 |
| Address | 181 WHIPPLE ST |
|---|---|
| City/Town | Prescott |
| State | AZ |
| ZIP Code | 86301 |
| County/Parish | YAVAPAI |
| Health System | Independent |
|---|---|
| Health System Website Domain | polarahealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 16 |
| Health System Hospital Locations | Arizona |
| Hospital Type | Psychiatric |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Polara Health |
| Emergency Services | No |
Tamara Player, LCSW, is an innovative, collaborative leader in healthcare, driven by her belief that everyone deserves to feel well. She works every day to ensure access to quality care for the whole person, knowing that people want health, not health care. Her career in behavioral health spans over 30 years in four different states, serving as Chief Operations Officer for community mental health agencies in Maine and Colorado and as the CEO of a community based behavioral health provider in Northern California prior to joining Polara Health as the CEO in June of 2019. As a native from Maine, Tamara began her career as a direct care provider in an adult residential facility and then quickly transitioned to her clinical passion of providing in-home services to high-risk children and families. With great training, mentoring, and armed with the knowledge that the healthcare system needs to be transformed, Tamara transitioned from providing clinical services to leadership roles, where she has dedicated over 20 years of her career. She received her master's degree in social work from the University of New England and a BA in Psychology from the University of Maine. Tamara is an Alumni of the Daniel Hanley Center for Health Leadership. She currently serves on the board of the Arizona Council for Human Services, MATFORCE, North Central Arizona Accountable Care, the Behavioral Health Committee of the American Hospital Association Board and on the Advisory Council for Solari. Tamara lives in Prescott with her husband Todd and their two dogs Ridge and Tillie. They love to travel, hike and spend time with their five adult children and grandchildren.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 16 |
|---|
| FTE Employees on Payroll | 35 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 501 |
| Inpatient Days (Title XIX) | 245 |
| Total Inpatient Days | 4584 |
| Bed Count | 24 |
| Available Bed Days | 8760 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 35 |
| Discharges (Title XIX) | 245 |
| Total Discharges | 345 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 501 |
| Inpatient Days (Title XIX; Adults & Peds) | 245 |
| Total Inpatient Days (Adults & Peds) | 4584 |
| Bed Count (Adults & Peds) | 24 |
| Available Bed Days (Adults & Peds) | 8760 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 35 |
| Discharges (Title XIX; Adults & Peds) | 245 |
| Total Discharges (Adults & Peds) | 345 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| 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 |
|---|
| 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 | |
| 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) | NA |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | NA |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | NA |
| Readmission Score Hospital Return Days for Pneumonia Patients | NA |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission for CABG | NA |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | NA |
| Readmission Group Hospital Return Days for Heart Attack Patients | NA |
| Readmission Group Hospital Return Days for Heart Failure Patients | NA |
| Readmission Group Hospital Return Days for Pneumonia Patients | NA |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission for CABG | NA |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | NA |
| 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 | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $19,838 |
|---|---|
| Overhead Expenses (Non-Salary) | $18,095 |
| Depreciation Expense | $1,259 |
| Total Operating Costs | $36,164 |
| Inpatient Charges | $885 |
|---|---|
| Outpatient Charges | $26,892 |
| Total Patient Charges | $27,777 |
| 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 | $5,185 |
|---|---|
| Short-Term Investments | $13,119 |
| Notes Receivable | |
| Accounts Receivable | $4,842 |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | $386 |
| Other Current Assets | |
| Total Current Assets | $24,453 |
| Land Value | $1,480 |
|---|---|
| Land Improvements Value | $213 |
| Building Value | $20,058 |
| Leasehold Improvements | $7,250 |
| Fixed Equipment Value | $5,592 |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $20,537 |
| Long-Term Investments | |
|---|---|
| Other Assets | $848 |
| Total Other Assets | $848 |
| Total Assets | $45,838 |
| Accounts Payable | $493 |
|---|---|
| Salaries & Wages Payable | $1,513 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $1,054 |
| Other Current Liabilities | |
| Total Current Liabilities | $3,068 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $655 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $17,046 |
| Total Long-Term Liabilities | $17,701 |
| Total Liabilities | $20,768 |
| General Fund Balance | $25,069 |
|---|---|
| Total Fund Balances | $25,069 |
| Total Liabilities & Equity | $45,838 |
| 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 | $2,804 |
|---|---|
| Outpatient Revenue | $35,129 |
| Total Patient Revenue | $37,933 |
| Contractual Allowances & Discounts | |
| Net Patient Revenue | $37,933 |
| Total Operating Expenses | $37,933 |
| Net Service Income | $-0 |
| Other Income | $3,569 |
| Total Income | $3,569 |
| Other Expenses | |
| Net Income | $3,569 |
| Cost-to-Charge Ratio | |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Unknown |
|---|---|
| EHR Version | NA |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |