Blue Mountain Hospital, located in John Day, Oregon, is your trusted healthcare provider in the region. As a 25-bed critical access hospital, we offer a wide range of services, including 24-hour emergency care, medical and surgical services, and specialized outreach clinics. Our state-of-the-art facilities feature a large bore MRI machine, surgery suites, and birthing suites. We are committed to providing compassionate, patient-centered care to the communities along the John Day River. Contact us today to experience healthcare close to home.
| Hospital Name | Blue Mountain Hospital |
|---|---|
| Facility ID | 381305 |
| Address | 170 FORD ROAD |
|---|---|
| City/Town | John Day |
| State | OR |
| ZIP Code | 97845 |
| County/Parish | GRANT |
| Health System | Blue Mountain Hospital District |
|---|---|
| Health System Website Domain | bluemountainhospital.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 36 |
| Health System Hospital Locations | Oregon and Utah |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Blue Mountain Health District |
| Emergency Services | Yes |
Margie Molitor is a registered nurse with 34 years of experience in healthcare administration, including 14 years as Chief Nursing Officer and the last 20 years as Chief Executive Officer. All 34 years of her healthcare administration experience have been in rural hospitals. She previously served as Interim CEO at Blue Mountain Hospital District in 2015. She has a passion for rural healthcare.
Misty Robertson has accepted the position as the new CEO of Blue Mountain Hospital District, with a start date of June 25th. Her leadership career began as Director of Emergency and Critical Care, eventually advancing into Chief Nursing Officer roles at both Critical Access and larger hospitals. She currently serves as Chief Operating Officer and Chief Nursing Officer at St. Luke's Nampa Medical Center and Fruitland Medical Center. Misty holds a Master of Science in Health Services Administration and a Doctor of Nursing Practice in Leadership. She is also a Fellow of the American College of Healthcare Executives and teaches as an adjunct professor at Boise State University. Throughout her career, she has remained focused on improving quality, safety, and the overall patient experience.
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 129.32 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 974 |
| Inpatient Days (Title XIX) | 15 |
| Total Inpatient Days | 1608 |
| Bed Count | 16 |
| Available Bed Days | 5840 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 113 |
| Discharges (Title XIX) | 1 |
| Total Discharges | 239 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 349 |
| Inpatient Days (Title XIX; Adults & Peds) | 6 |
| Total Inpatient Days (Adults & Peds) | 662 |
| Bed Count (Adults & Peds) | 16 |
| Available Bed Days (Adults & Peds) | 5840 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 113 |
| Discharges (Title XIX; Adults & Peds) | 1 |
| Total Discharges (Adults & Peds) | 239 |
| 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 | 50% |
|---|
| 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) | 119 |
|---|
| 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 | 24.8 |
| 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) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| 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) | Not Available |
| 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 | Not Available |
| 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $137 |
|---|---|
| Bad Debt Expense | $243 |
| Uncompensated Care Cost | $256 |
| Total Uncompensated Care | $3,097 |
| Total Salaries | $15,415 |
|---|---|
| Overhead Expenses (Non-Salary) | $15,101 |
| Depreciation Expense | $1,067 |
| Total Operating Costs | $28,206 |
| Inpatient Charges | $4,877 |
|---|---|
| Outpatient Charges | $33,570 |
| Total Patient Charges | $38,447 |
| 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 | $6,818 |
|---|---|
| Short-Term Investments | $491 |
| Notes Receivable | |
| Accounts Receivable | $9,783 |
| Allowance for Doubtful Accounts | $-4,822 |
| Inventory | $432 |
| Prepaid Expenses | $1,870 |
| Other Current Assets | |
| Total Current Assets | $14,776 |
| Land Value | $248 |
|---|---|
| Land Improvements Value | $21 |
| Building Value | $11,939 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $12,283 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $5,477 |
| Long-Term Investments | |
|---|---|
| Other Assets | $292 |
| Total Other Assets | $292 |
| Total Assets | $20,545 |
| Accounts Payable | $1,065 |
|---|---|
| Salaries & Wages Payable | $1,941 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $3,006 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $59 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $29 |
| Total Long-Term Liabilities | $88 |
| Total Liabilities | $3,094 |
| General Fund Balance | $17,451 |
|---|---|
| Total Fund Balances | $17,451 |
| Total Liabilities & Equity | $20,545 |
| 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 | $5,299 |
|---|---|
| Outpatient Revenue | $37,735 |
| Total Patient Revenue | $43,034 |
| Contractual Allowances & Discounts | $15,164 |
| Net Patient Revenue | $27,870 |
| Total Operating Expenses | $30,516 |
| Net Service Income | $-2,646 |
| Other Income | $5,806 |
| Total Income | $3,160 |
| Other Expenses | $4,212 |
| Net Income | $-1,052 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,490 |
| Medicaid Charges | $7,267 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium CommunityWorks |
|---|---|
| EHR Version | Oracle Health Millennium CommunityWorks |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |