UCHealth Yampa Valley Medical Center, located at 1024 Central Park Drive in Steamboat Springs, CO, is a 39-bed acute care hospital dedicated to serving the residents and visitors of northwest Colorado. As a non-profit community hospital, we provide sophisticated medical services to over 51,000 outpatients annually, including specialized care in cancer, orthopedics, cardiology, and robotic surgery. Our state-of-the-art facility and expert medical team ensure you receive the highest quality care close to home. We are proud to be recognized as a Top 100 Rural and Community Hospital, reflecting our commitment to excellence and patient-centered care.
| Hospital Name | UCHealth Yampa Valley Medical Center |
|---|---|
| Facility ID | 060049 |
| Address | 1024 CENTRAL PARK DR |
|---|---|
| City/Town | Steamboat Springs |
| State | CO |
| ZIP Code | 80487 |
| County/Parish | ROUTT |
| Health System | UCHealth |
|---|---|
| Health System Website Domain | uchealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 14 |
|---|---|
| Health System Total Beds | 2704 |
| Health System Hospital Locations | Colorado and Wyoming |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UCHealth |
| Emergency Services | Yes |
Soniya Fidler is the President of UCHealth Yampa Valley Medical Center. [2, 3, 13, 14, 18] She also serves as an ex-officio member of the Board of Trustees. [2] Appointed president in June 2019, she had been serving as interim president since Frank May retired in 2018. [4, 14, 18] Fidler holds a Master of Science in Organizational Leadership from Regis University and a Bachelor of Science in Business Administration and Finance from West Virginia University. [2] She moved to Steamboat Springs in 2000 and began working at YVMC in 2005 as a senior recruiter. [13] She has been involved in the partnership for a new ambulatory surgery center with the Steamboat Orthopaedic & Spine Institute. [18]
Anita Becker is the Chief Nursing Officer at UCHealth Yampa Valley Medical Center and is part of the senior leadership team. [3]
Dr. Laura Sehnert is the Chief Medical Officer at UCHealth Yampa Valley Medical Center and is part of the senior leadership team. [3]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 39 |
|---|
| FTE Employees on Payroll | 553.09 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1099 |
| Inpatient Days (Title XIX) | 835 |
| Total Inpatient Days | 3848 |
| Bed Count | 42 |
| Available Bed Days | 15330 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 339 |
| Discharges (Title XIX) | 209 |
| Total Discharges | 1105 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 988 |
| Inpatient Days (Title XIX; Adults & Peds) | 422 |
| Total Inpatient Days (Adults & Peds) | 2682 |
| Bed Count (Adults & Peds) | 30 |
| Available Bed Days (Adults & Peds) | 10950 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 339 |
| Discharges (Title XIX; Adults & Peds) | 209 |
| Total Discharges (Adults & Peds) | 1105 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. 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 |
| 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 | 84% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 110 |
|---|
| 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 | 5.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.3 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 7.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| 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 | 4.7 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| 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) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| 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 | No Different Than the National Rate |
| 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 | $1,886 |
|---|---|
| Bad Debt Expense | $3,539 |
| Uncompensated Care Cost | $3,235 |
| Total Uncompensated Care | $3,618 |
| Total Salaries | $41,909 |
|---|---|
| Overhead Expenses (Non-Salary) | $82,739 |
| Depreciation Expense | $8,313 |
| Total Operating Costs | $84,001 |
| Inpatient Charges | $51,850 |
|---|---|
| Outpatient Charges | $168,109 |
| Total Patient Charges | $219,959 |
| Core Wage Costs | $9,399 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $41,628 |
| Contract Labor (Patient Care) | $3,251 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $4,088 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $35,857 |
| Allowance for Doubtful Accounts | $-25,620 |
| Inventory | $4,152 |
| Prepaid Expenses | $1,142 |
| Other Current Assets | |
| Total Current Assets | $44,773 |
| Land Value | $4,650 |
|---|---|
| Land Improvements Value | $1 |
| Building Value | $91,980 |
| Leasehold Improvements | $322 |
| Fixed Equipment Value | |
| Major Movable Equipment | $13,149 |
| Minor Depreciable Equipment | $54,997 |
| Health IT Assets | |
| Total Fixed Assets | $68,750 |
| Long-Term Investments | $3,711 |
|---|---|
| Other Assets | $57,466 |
| Total Other Assets | $61,177 |
| Total Assets | $174,700 |
| Accounts Payable | $4,313 |
|---|---|
| Salaries & Wages Payable | $3,153 |
| Payroll Taxes Payable | $84 |
| Short-Term Debt | $702 |
| Deferred Revenue | |
| Other Current Liabilities | $8,288 |
| Total Current Liabilities | $16,540 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $2,185 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $2,097 |
| Total Long-Term Liabilities | $4,282 |
| Total Liabilities | $20,822 |
| General Fund Balance | $153,878 |
|---|---|
| Total Fund Balances | $153,878 |
| Total Liabilities & Equity | $174,700 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,186 |
| DRG (Post-Oct 1) | $2,526 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | $0 |
| Simulated MC Payments | $690 |
| Total IME Payments |
| Inpatient Revenue | $48,958 |
|---|---|
| Outpatient Revenue | $200,033 |
| Total Patient Revenue | $248,991 |
| Contractual Allowances & Discounts | $130,716 |
| Net Patient Revenue | $118,275 |
| Total Operating Expenses | $124,648 |
| Net Service Income | $-6,373 |
| Other Income | $10,217 |
| Total Income | $3,844 |
| Other Expenses | $-4,568 |
| Net Income | $8,412 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,356 |
| Medicaid Charges | $26,045 |
| Net CHIP Revenue | $257 |
| CHIP Charges | $691 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |