Columbia Memorial Hospital, located at 2111 Exchange Street, Astoria, OR, is your trusted healthcare provider on the North Coast and Lower Columbia Region. As a Planetree Patient-Centered Care Designated hospital, we are committed to providing compassionate care in a healing environment. Our full-service, 25-bed critical access hospital and Level IV trauma center offers a wide range of services, including cancer care, cardiology, orthopedics, women's health, and more. We are proud to be the fastest-growing rural hospital in Oregon, with a commitment to serving our community since 1880.
| Hospital Name | Columbia Memorial Hospital |
|---|---|
| Facility ID | 381320 |
| Address | 2111 EXCHANGE STREET |
|---|---|
| City/Town | Astoria |
| State | OR |
| ZIP Code | 97103 |
| County/Parish | CLATSOP |
| Health System | Independent |
|---|---|
| Health System Website Domain | columbiamemorial.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Oregon |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Columbia Lutheran Charities |
| Emergency Services | Yes |
Erik Thorsen has served as CMH's Chief Executive Officer since 2010, and has been part of CMH's leadership since 2003 when he served as both chief operating officer and chief financial officer. Under Thorsen's leadership, CMH has achieved and sustained the distinction of a Planetree Gold-Certified Hospital. [2]
Nicole Williams joined CMH in April 2017 as the director of Human Resources and Operational Development. She was named the organization's chief operating officer in February 2018. In this role, she oversees day-to-day operations of the organization. She is also the assistant CEO, assuming full responsibility for the organization when CEO Erik Thorsen is unavailable. [2]
Jarrod Karnofski has been a valued leader holding various management positions at Columbia Memorial Hospital since 2009. In his role as vice president of Ancillary & Support Services he is dedicated to setting and monitoring the strategic priorities of CMH. [2]
Jennifer Peach-Guzman joined CMH as the vice president of patient care services in 2025. [2] Jennifer Peach-Guzman joins CMH as vice president of patient care services with more than 20 years of experience as a nurse. [12]
Chris Laman has worked at Columbia Memorial Hospital since 2006. He started as a staff pharmacist and was then promoted to Pharmacy manager, director of Pharmacy and Cancer Center Services, then vice president of Strategy in July 2021. In his role on the Executive Leadership Team, he keeps the organization focused on its vision and mission. [2]
Dr. Jimmy Heilman joined Columbia Memorial Hospital as the chief medical officer in 2025. [2] Before becoming CMO, Dr. Heilman was the member representing OHSU on CMH's Board of Trustees for six years. He is an experienced physician leader with a proven track record of implementing strategic initiatives and improving operational performance. [12]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 541.68 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2688 |
| Inpatient Days (Title XIX) | 115 |
| Total Inpatient Days | 4803 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 728 |
| Discharges (Title XIX) | 42 |
| Total Discharges | 1423 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1821 |
| Inpatient Days (Title XIX; Adults & Peds) | 98 |
| Total Inpatient Days (Adults & Peds) | 3169 |
| Bed Count (Adults & Peds) | 21 |
| Available Bed Days (Adults & Peds) | 7665 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 728 |
| Discharges (Title XIX; Adults & Peds) | 42 |
| Total Discharges (Adults & Peds) | 1423 |
| 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 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 | 68% |
|---|
| 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) | 127 |
|---|
| 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 | 10.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.5 |
| 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 | Not Available |
| Readmission Group Hospital Return Days for Pneumonia Patients | Not Available |
| 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 | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| 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 | Not Available |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| 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 | $2,414 |
|---|---|
| Bad Debt Expense | $4,593 |
| Uncompensated Care Cost | $4,209 |
| Total Uncompensated Care | $4,209 |
| Total Salaries | $49,581 |
|---|---|
| Overhead Expenses (Non-Salary) | $107,721 |
| Depreciation Expense | $6,111 |
| Total Operating Costs | $126,519 |
| Inpatient Charges | $44,751 |
|---|---|
| Outpatient Charges | $242,594 |
| Total Patient Charges | $287,345 |
| 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 | $4,722 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | $81 |
| Accounts Receivable | $34,289 |
| Allowance for Doubtful Accounts | $-16,614 |
| Inventory | $4,298 |
| Prepaid Expenses | $2,333 |
| Other Current Assets | $80 |
| Total Current Assets | $32,480 |
| Land Value | $10,761 |
|---|---|
| Land Improvements Value | $8,050 |
| Building Value | $39,955 |
| Leasehold Improvements | |
| Fixed Equipment Value | $23,959 |
| Major Movable Equipment | $42,877 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $46,745 |
| Long-Term Investments | $137,907 |
|---|---|
| Other Assets | $28,482 |
| Total Other Assets | $166,389 |
| Total Assets | $245,613 |
| Accounts Payable | $7,433 |
|---|---|
| Salaries & Wages Payable | $5,987 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $6,820 |
| Total Current Liabilities | $20,240 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $52,766 |
| Total Long-Term Liabilities | $52,766 |
| Total Liabilities | $73,006 |
| General Fund Balance | $172,607 |
|---|---|
| Total Fund Balances | $172,607 |
| Total Liabilities & Equity | $245,613 |
| 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 | $46,340 |
|---|---|
| Outpatient Revenue | $288,197 |
| Total Patient Revenue | $334,537 |
| Contractual Allowances & Discounts | $168,604 |
| Net Patient Revenue | $165,933 |
| Total Operating Expenses | $157,302 |
| Net Service Income | $8,631 |
| Other Income | $8,446 |
| Total Income | $17,077 |
| Other Expenses | $15,086 |
| Net Income | $1,991 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $22,492 |
| Medicaid Charges | $48,244 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic Community Connect |
|---|---|
| EHR Version | EpicCare Community Connect |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |