Central Peninsula Hospital

Identifiers

Hospital Name	Central Peninsula Hospital
Facility ID	020024

Location

Address	250 HOSPITAL PLACE
City/Town	Soldotna
State	AK
ZIP Code	99669
County/Parish	KENAI PENINSULA

Health System

Health System	Independent
Health System Website Domain	cpgh.org
Recently Joined Health System (Past 4 Years)	No

Health System Size & Scope

Health System Total Hospitals	1
Health System Total Beds	49
Health System Hospital Locations	Alaska

Ownership & Characteristics

Hospital Type	Acute Care Hospitals
Hospital Ownership	Voluntary non-profit - Other
Ownership Details	Central Peninsula General Hospital, Inc.
Emergency Services	Yes

Shaun Keef

Chief Executive Officer

Shaun Keef began service as the Chief Executive Officer for Central Peninsula Hospital in July 2022. [10] He has more than 23 years of experience working in both the profit and non-profit side of healthcare as a CFO and CEO for organizations in Kansas, Oklahoma and Alaska. [10] Mr. Keef earned two Bachelors of Science degrees in Business Administration from Oklahoma State University, majoring in both Accounting and Finance. [10] He also completed his pre-medicine requirements, and successfully earned seats at three medical schools before deciding to continue to pursue the healthcare administration field. [10] He earned his MBA through Davenport University in Grand Rapids, MI, and is a CPA Candidate, eligible to sit for the CPA Exam. [10] Shaun is a member of the American College of Healthcare Executives (ACHE), Healthcare Financial Management Association (HFMA), National Society of Leadership and the American Institute of Certified Public Accountants (AICPA). [10] Keef began as the COO of the hospital in January 2018. [19] Between 2012 and 2014, he was the hospital's chief financial officer. [14]

Mike Haggerty

Chief Financial Officer

Mike Haggerty began his career at Central Peninsula Hospital in 1985 in Accounts Payable, with his role quickly expanding to include serving as the organization’s first Network Administrator. [10] He was promoted to Director of the Accounting Department in 1989 and served as Controller from 2003 to December 2020, when he accepted the position of Chief Financial Officer. [10] Prior to his work at CPH, Mike earned a Bachelor of Business Administration degree, majoring in Finance, from Boise State University. [10] He is member of the Healthcare Financial Management Association (HFMA), a founding member of the Kenai River Rotary Club of Soldotna, and serves as Treasurer on the Board of Directors of the Kenai Peninsula Food Bank. [10] When he's not working, Mike enjoys travel and photography. [10]

Karen Scoggins

Chief Operating Officer

Karen joined our team in 2014 as our Chief Nursing Officer and was promoted to COO in 2023. [10] She brings over 30 years of healthcare experience working in both profit and non-profit organizations. [10] Karen earned her Master’s Degree in Business Administration, and Master’s Degree in Nursing from the University of New Hampshire. [10] She is a graduate of HCA’s Executive Development program and is a Fellow in the American College of Healthcare Executives (FACHE). [10] When she's not working, Karen enjoys RVing Alaska with her husband and dogs, and gardening. [10]

Denise Plano

Chief Nursing Officer

Denise Plano joined Central Peninsula Hospital in November 2023, with her most recent experience as Chief Nursing Officer SEARHC Wrangell Medical Center. [10] Denise has held multiple hospital and healthcare roles for the past 30 years with a primary focus on patient safety and quality. [10] As an adjunct professor with the State University of New York for the past 13 years, she has been teaching RN students Nursing Management and Leadership. [10] Outside of work, she enjoys flying, sailing, hunting, fishing, and exploring Alaska's outdoors, reflecting her adventurous spirit. [10]

Bruce Richards

External Affairs Director

Residency Programs

Allopathic Residency Program	No
Dental Residency Program	No
Osteopathic Residency Program	No
Other Residency Programs	No
Pediatric Residency Program	No

Capacity & Services

Licensed Beds	49

Staffing & Personnel

FTE Employees on Payroll	815
FTE Interns & Residents	NA

Inpatient Utilization

Inpatient Days (Title V)	NA
Inpatient Days (Title XVIII)	6805
Inpatient Days (Title XIX)	2927
Total Inpatient Days	14083
Bed Count	49
Available Bed Days	17885
Discharges (Title V)	NA
Discharges (Title XVIII)	1104
Discharges (Title XIX)	595
Total Discharges	2634

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds)	NA
Inpatient Days (Title XVIII; Adults & Peds)	4907
Inpatient Days (Title XIX; Adults & Peds)	1910
Total Inpatient Days (Adults & Peds)	8909
Bed Count (Adults & Peds)	43
Available Bed Days (Adults & Peds)	15695
Discharges (Title V; Adults & Peds)	NA
Discharges (Title XVIII; Adults & Peds)	1104
Discharges (Title XIX; Adults & Peds)	595
Total Discharges (Adults & Peds)	2634

Quality Summary

Care Quality Stengths	High overall patient satisfaction. 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	Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital	78%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients	No Different Than National Average
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	No Different Than National Average
Mortality Group – Pressure Ulcer Rate	No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications	No Different Than National Average
Mortality Group – Iatrogenic Pneumothorax Rate	No Different Than National Average
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate	No Different Than National Average
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate	No Different Than National Average
Mortality Group – Postoperative Respiratory Failure Rate	No Different Than National Average
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate	No Different Than National Average
Mortality Group – Postoperative Sepsis Rate	No Different Than National Average
Mortality Group – Postoperative Wound Dehiscence Rate	No Different Than National Average
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate	No Different Than National Average
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite	No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better)	141

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients	Not Available
Readmission Score Hospital Return Days for Heart Failure Patients	30.8
Readmission Score Hospital Return Days for Pneumonia Patients	44.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies)	12.6
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy	12.5
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy	6.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery	1.7
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	20.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate	22.7
Readmission Score Rate of Readmission After Hip/Knee Replacement	3.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide)	15.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate	17.4
Readmission Group Hospital Return Days for Heart Attack Patients	Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients	More Days Than Average per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients	More Days Than Average 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	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	Worse 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	No Different Than the National Rate
Readmission Group Heart Failure (HF) 30-Day Readmission Rate	No Different Than the National Rate
Readmission Group Rate of Readmission After Hip/Knee Replacement	No Different Than the National Rate
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

Infection SIRs

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 Period

Fiscal Year Begin	Jul 01, 2022
Fiscal Year End	Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost	$2,609
Bad Debt Expense	$9,933
Uncompensated Care Cost	$5,882
Total Uncompensated Care	$5,882

Operating Expenses ($ thousands)

Total Salaries	$97,916
Overhead Expenses (Non-Salary)	$125,691
Depreciation Expense	$10,613
Total Operating Costs	$177,685

Charges ($ thousands)

Inpatient Charges	$188,127
Outpatient Charges	$352,911
Total Patient Charges	$541,038

Wage-Related Details ($ thousands)

Core Wage Costs	$23,303
Wage Costs (RHC/FQHC)
Adjusted Salaries	$97,916
Contract Labor (Patient Care)	$13,350
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances	$63,887
Short-Term Investments
Notes Receivable
Accounts Receivable	$31,675
Allowance for Doubtful Accounts
Inventory	$8,894
Prepaid Expenses	$2,887
Other Current Assets
Total Current Assets	$114,642

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value	$114,512
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets	$114,512

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets	$81,790
Total Other Assets	$81,790
Total Assets	$310,944

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities	$28,235
Total Current Liabilities	$28,235

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans	$4,797
Other Long-Term Liabilities	$42,300
Total Long-Term Liabilities	$47,097
Total Liabilities	$75,332

Balance Sheet – Equity ($ thousands)

General Fund Balance	$235,612
Total Fund Balances	$235,612
Total Liabilities & Equity	$310,944

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)	$6,681
DRG (Post-Oct 1)	$6,681
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue	$192,237
Outpatient Revenue	$403,846
Total Patient Revenue	$596,083
Contractual Allowances & Discounts	$340,938
Net Patient Revenue	$255,145
Total Operating Expenses	$240,995
Net Service Income	$14,150
Other Income	$7,751
Total Income	$21,901
Other Expenses
Net Income	$21,901

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio	$0
Net Medicaid Revenue	$35,182
Medicaid Charges	$91,457
Net CHIP Revenue
CHIP Charges

EHR Information

EHR	Epic Community Connect
EHR Version	EpicCare Community Connect
EHR is Changing	No

ERP Information

ERP	Workday
ERP Version	NA
EHR is Changing	No