Barton Memorial Hospital, located in beautiful South Lake Tahoe, California, has served the community's healthcare needs for over 60 years. As part of Barton Health, our hospital provides 24-hour emergency care, 63 patient beds, and a skilled nursing facility. We are a Level III Trauma Center, accredited by The Joint Commission, and dedicated to providing high-quality care with a focus on patient experience. At Barton Memorial Hospital, you can expect advanced clinical services, including specialized care in orthopedics, oncology, and neurosciences, all within a healing environment.
| Hospital Name | Barton Memorial Hospital |
|---|---|
| Facility ID | 050352 |
| Address | 2170 SOUTH AVENUE |
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| City/Town | South Lake Tahoe |
| State | CA |
| ZIP Code | 96150 |
| County/Parish | EL DORADO |
| Health System | Independent |
|---|---|
| Health System Website Domain | bartonhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 64 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Barton Health |
| Emergency Services | Yes |
Dr. Clint Purvance is the Barton Health President & CEO. Dr. Purvance has worked within the Barton Health organization since 1999, initially as an Emergency Medicine physician in the Barton Memorial Hospital Emergency Department, then as Chief Medical Officer. [5, 10] He earned his medical degree at the University of Nevada School of Medicine in 1996 and completed his Emergency Medicine Resident Training Program at the University of Michigan in 1999. [10] He is board certified by the American Board of Emergency Medicine in his specialty and as a Physician Executive by the Certifying Commission in Medical Management. [10] He served as Chief Medical Officer at Barton from 2007 to 2015 and since has been the acting President and CEO of the Health system. [10]
Carla Adams, RN, MSN, has joined Barton Health as the organization's Chief Nursing Officer (CNO). [15] She joins Barton's executive team with 12 years of experience as a CNO and 28 years in nursing leadership. [15] Adams has a breadth of experience in both nonprofit and for-profit acute hospital settings, leading nursing teams in emergency services, surgical services, critical care, oncology, obstetrics and gynecology, and more. [15] In addition to her role at Barton Health, Adams serves on the American Organization for Nursing Leadership, Truckee Meadows Community College Nursing Board of Advisory, University of Reno Orvis School of Nursing Advisory Board, and the Carrington Community College Advisory Board. [15]
Kelly Neiger is the Chief Financial Officer at Barton Health. [2] She joined the Barton team in 2006, serving as Controller and Administrative Director of Finance & Revenue Cycles. [10] She was named Barton's CFO in November of 2018. [10] An experienced finance and accounting expert, Kelly holds a Masters of Business Administration, a Masters of Taxation and Certified Public Accountant licenses in California and Nevada. [10]
Elizabeth Stork, MBA, PHR is the Chief of Human Resources Officer and Chief Administrative Officer at Barton Health. [2] She has worked as Vice President of Human Resources at Community Home Health & Hospice, Director of Human Resources at Barton Memorial Hospital, and Human Resource/Quality Manager at Pendleton Woolen Mills. [3] Elizabeth studied at University of Washington and Washington State University between 2007 and 2010. [3]
NA
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 64 |
|---|
| FTE Employees on Payroll | 668.9 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2308 |
| Inpatient Days (Title XIX) | 204 |
| Total Inpatient Days | 6657 |
| Bed Count | 63 |
| Available Bed Days | 22995 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 475 |
| Discharges (Title XIX) | 33 |
| Total Discharges | 1699 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2093 |
| Inpatient Days (Title XIX; Adults & Peds) | 148 |
| Total Inpatient Days (Adults & Peds) | 5276 |
| Bed Count (Adults & Peds) | 55 |
| Available Bed Days (Adults & Peds) | 20075 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 475 |
| Discharges (Title XIX; Adults & Peds) | 33 |
| Total Discharges (Adults & Peds) | 1699 |
| 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. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| 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 | 72% |
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| 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 | 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 | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 134 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -7.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -38.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.1 |
| 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 |
| 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 | 20.4 |
| 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 | 15.6 |
| 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 | Fewer 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 | 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 | $2,497 |
|---|---|
| Bad Debt Expense | $8,977 |
| Uncompensated Care Cost | $4,525 |
| Total Uncompensated Care | $11,285 |
| Total Salaries | $75,416 |
|---|---|
| Overhead Expenses (Non-Salary) | $134,700 |
| Depreciation Expense | $9,792 |
| Total Operating Costs | $139,400 |
| Inpatient Charges | $178,498 |
|---|---|
| Outpatient Charges | $445,498 |
| Total Patient Charges | $623,997 |
| Core Wage Costs | $13,616 |
|---|---|
| Wage Costs (RHC/FQHC) | $757 |
| Adjusted Salaries | $75,416 |
| Contract Labor (Patient Care) | $14,357 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $12,515 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $151,889 |
| Allowance for Doubtful Accounts | $-108,272 |
| Inventory | $4,213 |
| Prepaid Expenses | $4,199 |
| Other Current Assets | |
| Total Current Assets | $66,265 |
| Land Value | $22,147 |
|---|---|
| Land Improvements Value | $3,771 |
| Building Value | $119,534 |
| Leasehold Improvements | $6,075 |
| Fixed Equipment Value | $12,397 |
| Major Movable Equipment | $74,700 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $103,884 |
| Long-Term Investments | $88,678 |
|---|---|
| Other Assets | $87,883 |
| Total Other Assets | $176,561 |
| Total Assets | $346,710 |
| Accounts Payable | $27,313 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | $10,739 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $3,956 |
| Total Current Liabilities | $43,377 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $18,769 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $5,386 |
| Total Long-Term Liabilities | $24,156 |
| Total Liabilities | $67,533 |
| General Fund Balance | $279,177 |
|---|---|
| Total Fund Balances | $279,177 |
| Total Liabilities & Equity | $346,710 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,602 |
| DRG (Post-Oct 1) | $1,840 |
| Outlier Payments | |
| DSH Adjustment | $223 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $2,239 |
| Total IME Payments |
| Inpatient Revenue | $178,558 |
|---|---|
| Outpatient Revenue | $463,587 |
| Total Patient Revenue | $642,145 |
| Contractual Allowances & Discounts | $476,357 |
| Net Patient Revenue | $165,788 |
| Total Operating Expenses | $210,116 |
| Net Service Income | $-44,328 |
| Other Income | $55,415 |
| Total Income | $11,087 |
| Other Expenses | |
| Net Income | $11,087 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $23,992 |
| Medicaid Charges | $138,413 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic Community Connect |
|---|---|
| EHR Version | EpicCare Community Connect |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |