Stormont Vail Health Flint Hills Campus, located in Junction City, Kansas, is dedicated to providing high-quality healthcare services close to home. As part of the Stormont Vail Health system, we are committed to improving the health of our community through compassionate and integrated care. Our campus offers a range of services, including emergency care, primary and specialty medicine, and surgical services, all delivered by a team of dedicated professionals. We strive to be a beacon of hope in rural healthcare, ensuring 24/7 access to the care you need.
| Hospital Name | Stormont Vail Health Flint Hills Campus |
|---|---|
| Facility ID | 170074 |
| Address | 1102 ST MARY'S ROAD |
|---|---|
| City/Town | Junction City |
| State | KS |
| ZIP Code | 66441 |
| County/Parish | GEARY |
| Health System | Stormont Vail Health |
|---|---|
| Health System Website Domain | stormontvail.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 611 |
| Health System Hospital Locations | Kansas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Stormont Vail Health |
| Emergency Services | Yes |
Tracy Duran has served as an integral transition team member to bring the Junction City operations into the Stormont Vail system. [8] She has a background in acute care operations, regulatory and compliance work, virtual nursing, and Emergency Department nursing. [8] Tracy began at Stormont Vail in 2004 as a patient care technician and joined as a Registered Nurse in 2008. [8] She has a Bachelor of Science in Nursing from Baker University School of Nursing and a Master of Science in Nursing in Healthcare Administration from MidAmerican Nazarene University. [8] She was honored as an Ingram's Magazine Heroes in Healthcare in Nursing in 2019. [8] She also previously held the position of Acute Care Director at Flint Hills/Regional Director of Nursing. [8]
Timothy Bergeron accepted the position of Regional Director, Operations/Hospital Administrator of Stormont Vail Health – Flint Hills and began his responsibilities on April 3, 2023. [4] He is a U.S. Army Colonel transitioning from a 30-year military career. [4] He has held leadership roles in multiple U.S. Army medical facilities, including Chief Operating Officer at Evans Army Community Hospital, Colorado Springs, and COO at Irwin Army Community Hospital from 2015-2017. [4] He completed his MHA Administrative Fellowship at Irwin in 2001. [4] Tim has a Master of Healthcare Administration from Baylor University, a Master of Business Administration from the University of the Incarnate Word, and a Bachelor of Science in Business Administration from Western New England University. [4] He also has a graduate certificate in Global Health Engagement from the Uniform Services University of Health Sciences. [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 92 |
|---|
| FTE Employees on Payroll | 118.04 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 519 |
| Inpatient Days (Title XIX) | 132 |
| Total Inpatient Days | 1319 |
| Bed Count | 43 |
| Available Bed Days | 10535 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 142 |
| Discharges (Title XIX) | NA |
| Total Discharges | 412 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 479 |
| Inpatient Days (Title XIX; Adults & Peds) | 1 |
| Total Inpatient Days (Adults & Peds) | 1020 |
| Bed Count (Adults & Peds) | 43 |
| Available Bed Days (Adults & Peds) | 10535 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 142 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 412 |
| 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 | Hospital struggles with high infection rates |
| 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 | 72% |
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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 | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| 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 | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 99 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -16.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -7.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| 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 | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.5 |
| 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| 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 | 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 | Number of Cases Too Small |
| 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.708 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | May 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $48 |
|---|---|
| Bad Debt Expense | $3,236 |
| Uncompensated Care Cost | $1,282 |
| Total Uncompensated Care | $1,282 |
| Total Salaries | $8,798 |
|---|---|
| Overhead Expenses (Non-Salary) | $19,406 |
| Depreciation Expense | $2,196 |
| Total Operating Costs | $24,469 |
| Inpatient Charges | $8,692 |
|---|---|
| Outpatient Charges | $55,475 |
| Total Patient Charges | $64,167 |
| Core Wage Costs | $1,710 |
|---|---|
| Wage Costs (RHC/FQHC) | $322 |
| Adjusted Salaries | $8,798 |
| Contract Labor (Patient Care) | $2,071 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,435 |
|---|---|
| Short-Term Investments | $41 |
| Notes Receivable | $180 |
| Accounts Receivable | $12,901 |
| Allowance for Doubtful Accounts | $-8,848 |
| Inventory | |
| Prepaid Expenses | $485 |
| Other Current Assets | $4 |
| Total Current Assets | $7,172 |
| Land Value | $167 |
|---|---|
| Land Improvements Value | $1,164 |
| Building Value | $52,545 |
| Leasehold Improvements | |
| Fixed Equipment Value | $4,943 |
| Major Movable Equipment | $16,050 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $30,101 |
| Long-Term Investments | |
|---|---|
| Other Assets | $177 |
| Total Other Assets | $177 |
| Total Assets | $37,449 |
| Accounts Payable | $3,081 |
|---|---|
| Salaries & Wages Payable | $501 |
| Payroll Taxes Payable | $118 |
| Short-Term Debt | $262 |
| Deferred Revenue | |
| Other Current Liabilities | $402 |
| Total Current Liabilities | $4,386 |
| Mortgage Debt | $577 |
|---|---|
| Long-Term Notes Payable | $2,371 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $10,463 |
| Total Long-Term Liabilities | $13,411 |
| Total Liabilities | $17,797 |
| General Fund Balance | $19,653 |
|---|---|
| Total Fund Balances | $19,653 |
| Total Liabilities & Equity | $37,449 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $473 |
| DRG (Post-Oct 1) | $352 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $8,698 |
|---|---|
| Outpatient Revenue | $56,926 |
| Total Patient Revenue | $65,624 |
| Contractual Allowances & Discounts | $46,110 |
| Net Patient Revenue | $19,514 |
| Total Operating Expenses | $28,204 |
| Net Service Income | $-8,689 |
| Other Income | $13,063 |
| Total Income | $4,374 |
| Other Expenses | |
| Net Income | $4,374 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $6,203 |
| Medicaid Charges | $11,827 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |