Banner Lassen Medical Center, located at 1800 Spring Ridge Drive in Susanville, CA, is a 25-bed critical access hospital dedicated to providing outstanding care close to home. We offer a wide range of programs and services, focusing on prevention, diagnosis, and treatment, all delivered with the latest medical technology and a compassionate approach. Our dedicated team strives to ensure an excellent patient experience, prioritizing your care and comfort. With services ranging from emergency care to surgery, and advanced imaging to rehabilitation, we are here to meet your healthcare needs. We are proud to be part of the Banner Health system, offering quality care in a safe and caring environment.
| Hospital Name | Banner Lassen Medical Center |
|---|---|
| Facility ID | 051320 |
| Address | 1800 SPRING RIDGE DRIVE |
|---|---|
| City/Town | Susanville |
| State | CA |
| ZIP Code | 96130 |
| County/Parish | LASSEN |
| Health System | Banner Health |
|---|---|
| Health System Website Domain | bannerhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 29 |
|---|---|
| Health System Total Beds | 6029 |
| Health System Hospital Locations | Arizona, California, Colorado, Nebraska, Nevada and Wyoming |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Banner Health |
| Emergency Services | Yes |
Sandy Dugger was named the CEO of Banner Lassen Medical Center in 2018. [6, 12] She has been with Banner Health for 32 years and brings a vast amount of experience in operations and Human Resources. [6] Prior to taking the helm of Lassen, she was the Chief Operating Officer for Banner Community Hospital and Banner Platte Community Hospital in Wyoming. [6] Dugger studied Human Resources Management and Organizational Development at Colorado State University-Global Campus. [6] She previously served as interim Chief Executive Officer since February 2018. [9, 13] Since becoming CEO, Banner Lassen has gained a new chief nursing officer, chief medical officer, chief financial officer and human resources executive. [13] She was also named CEO of Platte County Memorial Hospital in Wheatland, Wyo., and will continue to serve as CEO of Banner Lassen Medical Center. [10] She has been with Phoenix-based Banner Health for 35 years as of a September 2024 post. [10]
| 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 | 162.98 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | 90 |
|---|---|
| Inpatient Days (Title XVIII) | 1584 |
| Inpatient Days (Title XIX) | 814 |
| Total Inpatient Days | 3371 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 327 |
| Discharges (Title XIX) | 241 |
| Total Discharges | 826 |
| Inpatient Days (Title V; Adults & Peds) | 78 |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1584 |
| Inpatient Days (Title XIX; Adults & Peds) | 635 |
| Total Inpatient Days (Adults & Peds) | 3060 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 327 |
| Discharges (Title XIX; Adults & Peds) | 241 |
| Total Discharges (Adults & Peds) | 826 |
| 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. 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 |
| 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 | 66% |
|---|
| 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 | No Different Than National Average |
| 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) | 130 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -10.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 16.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| 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 | 1.2 |
| 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 | 20.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| 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 | 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 | 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) | 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 | $429 |
|---|---|
| Bad Debt Expense | $1,096 |
| Uncompensated Care Cost | $860 |
| Total Uncompensated Care | $4,608 |
| Total Salaries | $15,092 |
|---|---|
| Overhead Expenses (Non-Salary) | $32,967 |
| Depreciation Expense | $2,660 |
| Total Operating Costs | $41,878 |
| Inpatient Charges | $20,127 |
|---|---|
| Outpatient Charges | $65,863 |
| Total Patient Charges | $85,990 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $15,092 |
| Contract Labor (Patient Care) | $5,444 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $24 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $11,575 |
| Allowance for Doubtful Accounts | $-5,256 |
| Inventory | $1,063 |
| Prepaid Expenses | $79 |
| Other Current Assets | |
| Total Current Assets | $12,553 |
| Land Value | $2,421 |
|---|---|
| Land Improvements Value | $1,541 |
| Building Value | $13,149 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $43,653 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $22,177 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,221 |
| Total Other Assets | $1,328 |
| Total Assets | $36,058 |
| Accounts Payable | $683 |
|---|---|
| Salaries & Wages Payable | $934 |
| Payroll Taxes Payable | |
| Short-Term Debt | $468 |
| Deferred Revenue | |
| Other Current Liabilities | $1,151 |
| Total Current Liabilities | $3,501 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $16,148 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $62 |
| Total Long-Term Liabilities | $16,210 |
| Total Liabilities | $19,711 |
| General Fund Balance | $16,347 |
|---|---|
| Total Fund Balances | $16,347 |
| Total Liabilities & Equity | $36,058 |
| 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 | $21,207 |
|---|---|
| Outpatient Revenue | $66,653 |
| Total Patient Revenue | $87,860 |
| Contractual Allowances & Discounts | $44,810 |
| Net Patient Revenue | $43,050 |
| Total Operating Expenses | $48,058 |
| Net Service Income | $-5,008 |
| Other Income | $3,727 |
| Total Income | $-1,282 |
| Other Expenses | |
| Net Income | $-1,282 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,183 |
| Medicaid Charges | $23,641 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |