St. Luke's McCall Medical Center, located in the heart of McCall, Idaho, is a 15-bed community hospital dedicated to providing exceptional healthcare services close to home. Founded in 1956, we offer a wide range of services, including a 24-hour emergency department, orthopedics, surgical care, maternal and childbirth services, and more. Our commitment extends beyond treating illness and injury to supporting your overall wellness through various programs focused on education, fitness, and prevention. We combine advanced technology with personalized care to ensure the best possible outcomes for our patients in McCall, New Meadows, and surrounding communities.
| Hospital Name | St. Luke's McCall Medical Center |
|---|---|
| Facility ID | 131312 |
| Address | 1000 STATE STREET |
|---|---|
| City/Town | McCall |
| State | ID |
| ZIP Code | 83638 |
| County/Parish | VALLEY |
| Health System | Saint Luke's Health System (Idaho) |
|---|---|
| Health System Website Domain | stlukesonline.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 972 |
| Health System Hospital Locations | Idaho |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Saint Luke's Health System |
| Emergency Services | Yes |
Amber Green has been selected as the new chief nursing officer (CNO) at St. Luke's McCall. Her first day was Jan. 15 [6]. Green replaces Cindy Mosier who left St. Luke's for new opportunities last July and served as the CNO for more than three years [6]. Green has over 10 years of critical access hospital nursing experience at Memorial Hospital of Carbon County in Rawlins, Wyoming [6]. For the past three years she has fulfilled a chief nursing officer role [6]. Green received a bachelor of science in nursing from the University of Wyoming and a master of science in nursing leadership and management from Western Governors University [6]. Green joins St. Luke's with a passion for patient care excellence and serving as a nursing leader in a critical access environment [6]. She is most proud of the relationships developed within her team and successes with high employee engagement and patient satisfaction [6]. Amber and her husband Linzie have five children, four of whom are school age and will be relocating to McCall [6]. They enjoy athletics, particularly volleyball and basketball, and are eager to integrate into the community and take advantage of the quality of life and recreational opportunities afforded in the West Central Mountains of Idaho [6]. Green will be integral to advancing St. Luke's McCall's commitment to high reliability, continual readiness and nursing excellence, as well as capitalizing on St. Luke's Strategy 2020 [6]. She is also referred to as St. Luke's McCall Chief Operating and Nursing Officer in relation to the hospital expansion [2, 5].
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 15 |
|---|
| FTE Employees on Payroll | 180.41 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 559 |
| Inpatient Days (Title XIX) | 177 |
| Total Inpatient Days | 1344 |
| Bed Count | 15 |
| Available Bed Days | 5475 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 127 |
| Discharges (Title XIX) | 67 |
| Total Discharges | 408 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 401 |
| Inpatient Days (Title XIX; Adults & Peds) | 128 |
| Total Inpatient Days (Adults & Peds) | 994 |
| Bed Count (Adults & Peds) | 15 |
| Available Bed Days (Adults & Peds) | 5475 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 127 |
| Discharges (Title XIX; Adults & Peds) | 67 |
| Total Discharges (Adults & Peds) | 408 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| 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 | 80% |
|---|
| 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) | 137 |
|---|
| 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 | 5.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12 |
| 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 | 0.9 |
| 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) | 14.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| 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 | 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 | 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 | 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) | 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 | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $563 |
|---|---|
| Bad Debt Expense | $1,116 |
| Uncompensated Care Cost | $1,111 |
| Total Uncompensated Care | $2,990 |
| Total Salaries | $20,310 |
|---|---|
| Overhead Expenses (Non-Salary) | $25,307 |
| Depreciation Expense | $1,292 |
| Total Operating Costs | $37,579 |
| Inpatient Charges | $10,486 |
|---|---|
| Outpatient Charges | $59,948 |
| Total Patient Charges | $70,434 |
| 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 | $4,377 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $14,211 |
| Allowance for Doubtful Accounts | $-7,000 |
| Inventory | $1,476 |
| Prepaid Expenses | $778 |
| Other Current Assets | |
| Total Current Assets | $13,855 |
| Land Value | $1,084 |
|---|---|
| Land Improvements Value | $11 |
| Building Value | $11,620 |
| Leasehold Improvements | |
| Fixed Equipment Value | $773 |
| Major Movable Equipment | $7,716 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $7,776 |
| Long-Term Investments | |
|---|---|
| Other Assets | $45,058 |
| Total Other Assets | $45,058 |
| Total Assets | $66,689 |
| Accounts Payable | $3,971 |
|---|---|
| Salaries & Wages Payable | $554 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $840 |
| Total Current Liabilities | $5,365 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $5,365 |
| General Fund Balance | $61,325 |
|---|---|
| Total Fund Balances | $61,325 |
| Total Liabilities & Equity | $66,689 |
| 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 | $13,158 |
|---|---|
| Outpatient Revenue | $70,928 |
| Total Patient Revenue | $84,086 |
| Contractual Allowances & Discounts | $37,300 |
| Net Patient Revenue | $46,786 |
| Total Operating Expenses | $45,618 |
| Net Service Income | $1,168 |
| Other Income | $3,406 |
| Total Income | $4,574 |
| Other Expenses | $360 |
| Net Income | $4,214 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,295 |
| Medicaid Charges | $9,700 |
| 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 |