Adventist Health Mendocino Coast, located at 700 River Drive in Fort Bragg, CA, is a 25-bed critical access hospital dedicated to serving the Mendocino Coast community. We offer a range of services, including 24-hour emergency care, primary care, and specialized assistance, all delivered with a focus on quality and patient experience. Our compassionate team provides personalized care backed by advanced technology, ensuring you receive big-city medicine in a comfortable, rural setting. At Adventist Health Mendocino Coast, we're committed to inspiring health, wholeness, and hope in every patient we serve.
| Hospital Name | Adventist Health Mendocino Coast |
|---|---|
| Facility ID | 051325 |
| Address | 700 RIVER DRIVE |
|---|---|
| City/Town | Fort Bragg |
| State | CA |
| ZIP Code | 95437 |
| County/Parish | MENDOCINO |
| Health System | Adventist Health |
|---|---|
| Health System Website Domain | adventisthealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 26 |
|---|---|
| Health System Total Beds | 3713 |
| Health System Hospital Locations | California, Hawaii and Oregon |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Adventist Health |
| Emergency Services | Yes |
More than 30 years of experience in healthcare, including nearly 15 years with Adventist Health. Most recently served as communications executive for the organization's 22 hospitals and hundreds of clinics. Prior to that role, led strategy execution for Adventist Health's urban and rural hospitals and clinics in Oregon, Washington and Hawaii while serving as vice president for strategic planning and communications.
Serves as the President for Adventist Health in Mendocino County, leading our three hospitals Adventist Health Howard Memorial, Ukiah Valley and Mendocino Coast, as well as our medical offices and other services throughout the county. Served as the finance and strategy officer for the three hospitals in Mendocino County for the last year, after leading finance and strategy for Adventist Health Howard Memorial since 2016. Brings more than 15 years of experience in healthcare finance and strategy to this role. Under his leadership, Adventist Health improved access to care in Mendocino County by bringing in new physicians, enhanced coordination of care and synergy across three hospitals and invested in much-needed equipment and facility upgrades. Certified Public Accountant and has a Bachelor of Science degree with a concentration in Accounting from California State University - San Bernardino. Passionate about community wellness.
Was inducted as a Fellow of the American College of Physicians (FACP) in honor of his contributions to developing hospitalist medicine in California where he started six hospitalist programs. Has been working as a hospitalist at the hospital and played a significant role in achieving community support for our affiliation with Adventist Health.
NA
| 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 | 250.71 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2231 |
| Inpatient Days (Title XIX) | 32 |
| Total Inpatient Days | 4378 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 359 |
| Discharges (Title XIX) | 10 |
| Total Discharges | 708 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1075 |
| Inpatient Days (Title XIX; Adults & Peds) | 19 |
| Total Inpatient Days (Adults & Peds) | 2096 |
| Bed Count (Adults & Peds) | 21 |
| Available Bed Days (Adults & Peds) | 7665 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 359 |
| Discharges (Title XIX; Adults & Peds) | 10 |
| Total Discharges (Adults & Peds) | 708 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the cleanliness of the hospital. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
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| 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 | 73% |
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| 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 | Worse Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| 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) | 140 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 15.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 9.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.7 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| 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 | 19.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| 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 | 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 | 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 | 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 | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $485 |
|---|---|
| Bad Debt Expense | $1,479 |
| Uncompensated Care Cost | $1,050 |
| Total Uncompensated Care | $8,977 |
| Total Salaries | $22,216 |
|---|---|
| Overhead Expenses (Non-Salary) | $55,735 |
| Depreciation Expense | $391 |
| Total Operating Costs | $81,183 |
| Inpatient Charges | $24,671 |
|---|---|
| Outpatient Charges | $91,403 |
| Total Patient Charges | $116,074 |
| 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 | $-37,022 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $47,957 |
| Allowance for Doubtful Accounts | $-22,364 |
| Inventory | $930 |
| Prepaid Expenses | $1,080 |
| Other Current Assets | $11,109 |
| Total Current Assets | $3,410 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $10,392 |
| Leasehold Improvements | |
| Fixed Equipment Value | $30 |
| Major Movable Equipment | $2,315 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $7,674 |
| Long-Term Investments | $0 |
|---|---|
| Other Assets | $2,548 |
| Total Other Assets | $2,548 |
| Total Assets | $13,632 |
| Accounts Payable | $4,092 |
|---|---|
| Salaries & Wages Payable | $1,350 |
| Payroll Taxes Payable | $270 |
| Short-Term Debt | $2,050 |
| Deferred Revenue | $4,735 |
| Other Current Liabilities | $164 |
| Total Current Liabilities | $17,691 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $1,456 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $3,825 |
| Total Long-Term Liabilities | $5,281 |
| Total Liabilities | $22,971 |
| General Fund Balance | $-9,339 |
|---|---|
| Total Fund Balances | $-9,339 |
| Total Liabilities & Equity | $13,632 |
| 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 | $24,691 |
|---|---|
| Outpatient Revenue | $103,603 |
| Total Patient Revenue | $128,295 |
| Contractual Allowances & Discounts | $51,068 |
| Net Patient Revenue | $77,226 |
| Total Operating Expenses | $79,829 |
| Net Service Income | $-2,602 |
| Other Income | $1,719 |
| Total Income | $-883 |
| Other Expenses | $801 |
| Net Income | $-1,684 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,691 |
| Medicaid Charges | $23,599 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |