Orchard Hospital, located in Gridley, CA, is a 45-bed critical access hospital dedicated to serving the communities of Biggs, Gridley, Richvale, and Live Oak. As the sole emergency service provider on Highway 99 between Sacramento and Chico, we offer a wide range of services, including emergency care, cardiopulmonary services, radiology, and skilled nursing care. Our focus is on promoting healthy lifestyles, with specialized services such as obesity prevention and management. With a compassionate and professional staff, Orchard Hospital is committed to providing exceptional care to you and your family. Founded in 1949, we are proud to be a vital part of the community.
| Hospital Name | Orchard Hospital |
|---|---|
| Facility ID | 051311 |
| Address | 240 SPRUCE STREET |
|---|---|
| City/Town | Gridley |
| State | CA |
| ZIP Code | 95948 |
| County/Parish | BUTTE |
| Health System | Independent |
|---|---|
| Health System Website Domain | orchardhospital.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 24 |
| Health System Hospital Locations | California |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Independent |
| Emergency Services | Yes |
Amy Micheli, a lifelong Northern California resident and proud member of the Live Oak community, began her career as a registered nurse in 1998. Over the past 25 years, she has dedicated much of her time to healthcare management and administration, including 12 years as the director of a large hospice program. In 2015, Amy earned her Family Nurse Practitioner (FNP) certification and a Master's in Nursing Practice, followed by a Doctorate in Nursing Practice in 2017. Clinically, she has served as a Hospitalist Nurse Practitioner since 2015. Amy joined American Advanced Management in February 2018, initially serving as the Chief Operations and Nursing Officer for both Colusa Medical Center and Glenn Medical Center. She was later promoted to Corporate Director of Provider Relations and, more recently, to Corporate Operations. In August, Amy Micheli assumed her current role as CEO of Orchard Hospital.
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Clark S. Redfield, Chairperson to the Orchard Hospital Board, has lived in Gridley for eight years. Clark served as the Superintendent for the Gridley Unified School District for eight years until his retirement in October, 2011. He received his Bachelors Degree from San Jose State University in 1973, a Master's Degree in Industrial Studies in 1978 and a Master's Degree in Education Administration in 1979.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 24 |
|---|
| FTE Employees on Payroll | 133.55 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | 29 |
|---|---|
| Inpatient Days (Title XVIII) | 3045 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 4407 |
| Bed Count | 24 |
| Available Bed Days | 8760 |
| Discharges (Title V) | 8 |
| Discharges (Title XVIII) | 178 |
| Discharges (Title XIX) | NA |
| Total Discharges | 317 |
| Inpatient Days (Title V; Adults & Peds) | 29 |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 652 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 1196 |
| Bed Count (Adults & Peds) | 24 |
| Available Bed Days (Adults & Peds) | 8760 |
| Discharges (Title V; Adults & Peds) | 8 |
| Discharges (Title XVIII; Adults & Peds) | 178 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 317 |
| 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 | 76% |
|---|
| 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 | 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) | Not Available |
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| 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 | -6.8 |
| 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 | 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) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| 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 | 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 | 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 | Not Available |
| 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $64 |
|---|---|
| Bad Debt Expense | $2,725 |
| Uncompensated Care Cost | $1,050 |
| Total Uncompensated Care | $9,395 |
| Total Salaries | $13,930 |
|---|---|
| Overhead Expenses (Non-Salary) | $15,962 |
| Depreciation Expense | $649 |
| Total Operating Costs | $27,272 |
| Inpatient Charges | $18,399 |
|---|---|
| Outpatient Charges | $56,316 |
| Total Patient Charges | $74,715 |
| 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 | $981 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $3,280 |
| Allowance for Doubtful Accounts | |
| Inventory | $444 |
| Prepaid Expenses | $127 |
| Other Current Assets | |
| Total Current Assets | $9,088 |
| Land Value | $107 |
|---|---|
| Land Improvements Value | $179 |
| Building Value | $4,535 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $8,692 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $3,167 |
| Long-Term Investments | $2,642 |
|---|---|
| Other Assets | $29 |
| Total Other Assets | $2,671 |
| Total Assets | $14,926 |
| Accounts Payable | $3,846 |
|---|---|
| Salaries & Wages Payable | $1,560 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $8 |
| Total Current Liabilities | $5,414 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $1,221 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,001 |
| Total Long-Term Liabilities | $2,222 |
| Total Liabilities | $7,636 |
| General Fund Balance | $7,290 |
|---|---|
| Total Fund Balances | $7,290 |
| Total Liabilities & Equity | $14,926 |
| 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 | $18,346 |
|---|---|
| Outpatient Revenue | $73,858 |
| Total Patient Revenue | $92,203 |
| Contractual Allowances & Discounts | $66,011 |
| Net Patient Revenue | $26,193 |
| Total Operating Expenses | $29,892 |
| Net Service Income | $-3,699 |
| Other Income | $1,393 |
| Total Income | $-2,306 |
| Other Expenses | |
| Net Income | $-2,306 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,087 |
| Medicaid Charges | $37,397 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | TruBridge Thrive EHR |
|---|---|
| EHR Version | TruBridge Thrive EHR |
| EHR is Changing | No |
| ERP | Community HIS Solution |
|---|---|
| ERP Version | NA |
| EHR is Changing | NA |