Rangely District Hospital, located at 225 Eagle Crest Drive in Rangely, CO, is dedicated to providing exceptional primary and emergency healthcare services to residents and visitors of Northwest Colorado. As a full-service, Level IV Trauma Center, we offer a wide range of services, including emergency care, family medicine, and specialized care. Our state-of-the-art facility and dedicated team of professionals are committed to continually improving the quality of life for the individuals and communities we serve. With a focus on compassionate care and service excellence, Rangely District Hospital strives to be the healthcare center of choice for the region. We are proud to be a part of the Rangely community, providing accessible and high-quality medical care close to home.
| Hospital Name | Rangely District Hospital |
|---|---|
| Facility ID | 061307 |
| Address | 225 EAGLE CREST DR |
|---|---|
| City/Town | Rangely |
| State | CO |
| ZIP Code | 81648 |
| County/Parish | RIO BLANCO |
| Health System | Independent |
|---|---|
| Health System Website Domain | rangelyhospital.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Colorado |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Rangely Hospital District |
| Emergency Services | Yes |
Chief Executive Officer of Rangely District Hospital. [7] Led efforts during the COVID-19 pandemic, including putting an incident command in place and overseeing meal distribution to at-risk individuals. [3] His outstanding leadership and dedication kept everything running smoothly during a trying season. [3] He is described as a very caring individual who is always willing to step up and assist the community, and was instrumental in ensuring the community's medical needs concerning COVID-19 were met. [3]
Experienced finance executive with a strong background in healthcare management. [5] Has served as the Chief Financial Officer of Rangely District Hospital since 2019. [5] Responsible for managing the hospital's financial operations, including budgeting, forecasting, and performance monitoring. [5] Works closely with the senior leadership team to develop and implement financial strategies. [5] Holds a Bachelor of Science degree in Accounting and is a Certified Public Accountant (CPA). [5] Has completed executive leadership programs. [5] Led the implementation of a new enterprise resource planning (ERP) system and has been instrumental in achieving significant financial improvements. [5]
NA
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 99.18 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 425 |
| Inpatient Days (Title XIX) | 6 |
| Total Inpatient Days | 4944 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 27 |
| Discharges (Title XIX) | 4 |
| Total Discharges | 66 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 72 |
| Inpatient Days (Title XIX; Adults & Peds) | 6 |
| Total Inpatient Days (Adults & Peds) | 188 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 27 |
| Discharges (Title XIX; Adults & Peds) | 4 |
| Total Discharges (Adults & Peds) | 66 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| 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 |
|---|
| 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 | |
| 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) | Not Available |
|---|
| 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 | Not Available |
| 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) | Not Available |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Number of Cases Too Small |
| 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 | Not Available |
| 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) | Number of Cases Too Small |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Number of Cases Too Small |
| 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 | $9 |
|---|---|
| Bad Debt Expense | $164 |
| Uncompensated Care Cost | $194 |
| Total Uncompensated Care | $2,625 |
| Total Salaries | $8,326 |
|---|---|
| Overhead Expenses (Non-Salary) | $12,867 |
| Depreciation Expense | $2,049 |
| Total Operating Costs | $16,393 |
| Inpatient Charges | $2,231 |
|---|---|
| Outpatient Charges | $10,395 |
| Total Patient Charges | $12,627 |
| 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 | $11,017 |
|---|---|
| Short-Term Investments | $74 |
| Notes Receivable | |
| Accounts Receivable | $1,609 |
| Allowance for Doubtful Accounts | |
| Inventory | $690 |
| Prepaid Expenses | $194 |
| Other Current Assets | $559 |
| Total Current Assets | $21,029 |
| Land Value | $436 |
|---|---|
| Land Improvements Value | $551 |
| Building Value | $29,238 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $13,660 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $18,847 |
| Long-Term Investments | $892 |
|---|---|
| Other Assets | |
| Total Other Assets | $892 |
| Total Assets | $40,768 |
| Accounts Payable | $995 |
|---|---|
| Salaries & Wages Payable | $1,184 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,930 |
| Deferred Revenue | |
| Other Current Liabilities | $4 |
| Total Current Liabilities | $5,113 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $8,204 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $6,818 |
| Total Long-Term Liabilities | $15,022 |
| Total Liabilities | $20,135 |
| General Fund Balance | $20,633 |
|---|---|
| Total Fund Balances | $20,633 |
| Total Liabilities & Equity | $40,768 |
| 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 | $2,230 |
|---|---|
| Outpatient Revenue | $12,517 |
| Total Patient Revenue | $14,747 |
| Contractual Allowances & Discounts | $-1,376 |
| Net Patient Revenue | $16,123 |
| Total Operating Expenses | $21,193 |
| Net Service Income | $-5,070 |
| Other Income | $8,071 |
| Total Income | $3,001 |
| Other Expenses | |
| Net Income | $3,001 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,729 |
| Medicaid Charges | $3,204 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium CommunityWorks |
|---|---|
| EHR Version | Oracle Health Millennium CommunityWorks |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |