Citizens Memorial Hospital (CMH), located in Bolivar, Missouri, is a leading rural healthcare system serving eight counties in southwest Missouri. A three-time Missouri Quality Award recipient, CMH is a Level III Trauma Center, Level II STEMI Center, and Level III Stroke Center, providing comprehensive emergency care. CMH's integrated network includes 34 primary and specialty physician clinics, long-term care facilities, and home care services. With a focus on advanced technology and patient-centered care, CMH is dedicated to delivering high-quality healthcare to the community. A major expansion is underway, promising even better facilities by late 2026.
| Hospital Name | Citizens Memorial Hospital |
|---|---|
| Facility ID | 260195 |
| Address | 1500 N OAKLAND |
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| City/Town | Bolivar |
| State | MO |
| ZIP Code | 65613 |
| County/Parish | POLK |
| Health System | Independent |
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| Health System Website Domain | citizensmemorial.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 74 |
| Health System Hospital Locations | Missouri |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Citizens Memorial Hospital District |
| Emergency Services | Yes |
Michael Calhoun is the chief executive officer/executive director of Citizens Memorial Hospital and the Citizens Memorial Health Care Foundation. He is the third individual to hold the position since the hospital opened in 1982. Calhoun assumed the role on Jan. 1, 2022, and has worked at CMH for 25 years, holding various positions in hospital and clinic administration, home medical equipment, materials management, information services, finance and pharmacy. He was the director of clinics for 12 years and the chief operating officer for CMH beginning January 2020. [8] During his first two years as CEO, he oversaw planning for a $100 million hospital expansion and remodel. [8] A native of Halfway, Missouri, Calhoun is an integral part of the Bolivar community, having served on the Bolivar Area Chamber of Commerce board and as president, and is a member of the Rotary Club of Bolivar. [8] He is an active member of the Missouri Association of Rural Health Clinics and a National Association of Rural Health Clinics board member. [8] He is also a bi-vocational pastor of Calvary Missionary Baptist Church in Bolivar since 2007. [8]
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Sarah Hanak was promoted from Director of Hospital Nursing Services to Chief Nursing Officer. Hanak has worked at CMH for more than three years (as of Jan 2020). She previously worked as a nurse manager and nursing administrative director for five years at Mercy Hospital, Springfield. [11] Hanak earned an Associate of Science in nursing from Southwest Baptist University St. John's School of Nursing, Springfield, and a Master of Science in nursing from Walden University, Minneapolis, Minnesota. [11]
Jon Moores is now the director of information technology. He has been with CMH for more than 16 years, most recently serving as the network and operations manager in the information services department since 2020. [6] His responsibilities include information technology management and strategic planning. [6] He holds a bachelor's degree in computer information sciences from Southwest Baptist University, Bolivar. [6]
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Tim Francka, administrative director of long-term care, was re-elected to the MHCA board as the Missouri Council of States Representative on the American Health Care Association board of directors. [9]
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Tara Akins is the director of community relations and development. She has more than seven years of experience as a marketing coordinator, project manager and social media manager. [6] Her role includes facilitating community partnerships and fundraising for the Citizens Memorial Health Care Foundation. [6] She holds a bachelor's degree in sports management, a master's degree in education and technology and a master's degree in administration from Southwest Baptist University, Bolivar. [6]
Sara Hennessy is the director of hospital nursing operations. She has nine years of experience in nursing leadership at Bryan Health in Lincoln, Nebraska, most recently as a safety culture program specialist. [6] In her role, she oversees nursing care for all hospital departments. [6] She holds a bachelor's degree in nursing from the University of Nebraska Medical Center, Lincoln. [6]
Jolene Warren is now the director of revenue cycle. She has worked at CMH for 26 years in nursing and administrative roles, most recently as assistant director of revenue cycle. [6] In her new position, she supports all departments reporting the revenue cycle. [6] She holds a bachelor's degree in nursing from Cox College, Springfield. [6]
Keith J. Butvilas, D.O., is the medical director of emergency services at CMH. Dr. Butvilas has more than 20 years of extensive emergency medicine and leadership experience. [9] Before joining CMH, Dr. Butvilas most recently was an attending physician in emergency medicine at Mercy Hospital, Springfield; MercyOne Siouxland, Sioux City, Iowa; and MercyOne Waterloo (formerly Covenant Medical Center), Waterloo, Iowa. [9] His previous experience also includes three years as a chief medical officer, six years as an emergency department medical director and director of a community paramedicine program. [9] As medical director, Dr. Butvilas will provide administrative leadership and clinical direction of the emergency department, EMS and stroke services. [9]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 74 |
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| FTE Employees on Payroll | 983.55 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1684 |
| Inpatient Days (Title XIX) | 663 |
| Total Inpatient Days | 8332 |
| Bed Count | 52 |
| Available Bed Days | 18980 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 488 |
| Discharges (Title XIX) | 132 |
| Total Discharges | 2405 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1215 |
| Inpatient Days (Title XIX; Adults & Peds) | 408 |
| Total Inpatient Days (Adults & Peds) | 5684 |
| Bed Count (Adults & Peds) | 44 |
| Available Bed Days (Adults & Peds) | 16060 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 488 |
| Discharges (Title XIX; Adults & Peds) | 132 |
| Total Discharges (Adults & Peds) | 2405 |
| Care Quality Stengths | High overall patient satisfaction. Patients were very positive about the cleanliness of the hospital. The hospital is average in every measured mortality rate Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
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| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 69% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| 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 | 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) | 182 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | 10.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -27.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -12.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.3 |
| 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 | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 15.4 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average 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 | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| 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 | 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) | 1.706 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.912 |
| SSI SIR (Standardized Infection Ratio) | 0.337 |
| CDI SIR (Standardized Infection Ratio) | 0.176 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jun 01, 2022 |
|---|---|
| Fiscal Year End | May 31, 2023 |
| Charity Care Cost | $402 |
|---|---|
| Bad Debt Expense | $10,217 |
| Uncompensated Care Cost | $3,587 |
| Total Uncompensated Care | $7,033 |
| Total Salaries | $99,206 |
|---|---|
| Overhead Expenses (Non-Salary) | $113,526 |
| Depreciation Expense | $5,044 |
| Total Operating Costs | $147,797 |
| Inpatient Charges | $71,002 |
|---|---|
| Outpatient Charges | $406,703 |
| Total Patient Charges | $477,705 |
| Core Wage Costs | $9,510 |
|---|---|
| Wage Costs (RHC/FQHC) | $3,443 |
| Adjusted Salaries | $99,206 |
| Contract Labor (Patient Care) | $2,143 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $6,164 |
|---|---|
| Short-Term Investments | $14,064 |
| Notes Receivable | |
| Accounts Receivable | $19,688 |
| Allowance for Doubtful Accounts | |
| Inventory | $2,277 |
| Prepaid Expenses | $2,423 |
| Other Current Assets | $1,332 |
| Total Current Assets | $62,337 |
| Land Value | $123 |
|---|---|
| Land Improvements Value | $1,739 |
| Building Value | $29,244 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $68,252 |
| Minor Depreciable Equipment | |
| Health IT Assets | $7,206 |
| Total Fixed Assets | $25,033 |
| Long-Term Investments | $1,011 |
|---|---|
| Other Assets | |
| Total Other Assets | $27,096 |
| Total Assets | $114,466 |
| Accounts Payable | $9,064 |
|---|---|
| Salaries & Wages Payable | $11,462 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,784 |
| Deferred Revenue | |
| Other Current Liabilities | $21,727 |
| Total Current Liabilities | $44,037 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $6,741 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $23,944 |
| Total Long-Term Liabilities | $30,685 |
| Total Liabilities | $74,722 |
| General Fund Balance | $39,668 |
|---|---|
| Total Fund Balances | $39,744 |
| Total Liabilities & Equity | $114,466 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,765 |
| DRG (Post-Oct 1) | $3,411 |
| Outlier Payments | |
| DSH Adjustment | $155 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $71,318 |
|---|---|
| Outpatient Revenue | $483,874 |
| Total Patient Revenue | $555,191 |
| Contractual Allowances & Discounts | $376,873 |
| Net Patient Revenue | $178,318 |
| Total Operating Expenses | $212,733 |
| Net Service Income | $-34,414 |
| Other Income | $33,962 |
| Total Income | $-452 |
| Other Expenses | |
| Net Income | $-452 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $17,255 |
| Medicaid Charges | $66,910 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |