Rural Wellness Fairfax, located at 40 Hospital Rd, Fairfax, OK, is committed to creating healthier communities through accessible healthcare. Our dedicated team of experienced caregivers provides 24-hour emergency care, comprehensive inpatient services, and specialized cardiology care. We also offer advanced diagnostics, respiratory therapy, and medical transportation, including an on-site helipad, to ensure you receive the best possible treatment. At Rural Wellness Fairfax, our mission is to provide quality and safe patient care, meeting the needs of our community with continuous improvements and enhanced services. Contact us at (918) 642-3291 for assistance.
| Hospital Name | Rural Wellness Fairfax |
|---|---|
| Facility ID | 371318 |
| Address | 40 HOSPITAL ROAD |
|---|---|
| City/Town | Fairfax |
| State | OK |
| ZIP Code | 74637 |
| County/Parish | OSAGE |
| Health System | Rural Wellness, Inc. |
|---|---|
| Health System Website Domain | rwanadarko.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 75 |
| Health System Hospital Locations | Oklahoma |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Rural Wellness, Inc. |
| Emergency Services | Yes |
Since joining Avem Health Partners in 2015, Hunter has established himself as a healthcare leader. [4] With a proven track record of developing strong, collaborative relationships and creating sustainable solutions, Hunter was one of 10% of applicants selected for the National Rural Health Association's CEO certification program. [4] Hunter has overseen many successful projects from small scale construction, to implementing facility-wide electronic health records, to finding the perfect sugar-free dessert for the hospital cafeteria. [4] In his spare time, Hunter enjoys spending quality time with his wife and daughter, and outdoor activities with their two dogs. [4] With an innate curiosity and a desire to learn, Hunter enjoys traveling, learning about different cultures, and picking up new skills along the way. [4] He was also mentioned as CEO of Rural Wellness Fairfax in news articles about the hospital's expansion. [9], [10]
Dr. Graham is our dedicated Medical Director. [4] He is also Medical Director of Osage County HD, ONHL Hospice, and Fairfax Manor Nursing Home in addition to sitting on the Oklahoma Osteopathic Board and the Osage County HD Board. [4] He is an adjunct clinical professor at his alma mater OSU, where he received his B.S. in Cell Biology/Zoology and Doctor of Osteopathy Degree. [4] Dr. Graham has worked at the hospital for 40 years and is excited about the possibilities that innovative new technology can bring to rural community healthcare. [4] He was mentioned as a longtime physician of the hospital during the open house for the new wing expansion. [9], [10]
A practicing radiologist with decades of experience, Dr. Elizabeth Pusey founded Rural Wellness, Inc. when her passion for accessible rural healthcare brought her to purchase a struggling critical access hospital in Fairfax, OK. [4], [5], [6], [7] Inspired by the dedication of the staff and community who had worked together to keep the hospital's doors open, Dr. Pusey invested in many advancements and expansions to turn the hospital around. [4] Since then, Rural Wellness has expanded to include two other Oklahoma critical access hospitals in Stroud and Anadarko with the mission of bringing top-quality healthcare to the communities that need it. [4] Dr. Pusey works alongside Avem Health Partners, an Oklahoma City-based hospital management group, to lead operations. [4], [5] At home in California, Dr. Pusey spends her time managing her radiology practice with a focus on women's health, playing board games with her three children, and reading fiction. [4], [5] She was also mentioned as the founder and president of Rural Wellness Fairfax during the open house for the new wing expansion, and was thanked for her $5-million investment. [9], [10] Her foundational vision is to revitalize rural hospitals, provide patients with excellent healthcare, and elevate and strengthen communities. [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 | 81.27 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2460 |
| Inpatient Days (Title XIX) | 114 |
| Total Inpatient Days | 4510 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 53 |
| Discharges (Title XIX) | 19 |
| Total Discharges | 103 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 199 |
| Inpatient Days (Title XIX; Adults & Peds) | 114 |
| Total Inpatient Days (Adults & Peds) | 435 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 53 |
| Discharges (Title XIX; Adults & Peds) | 19 |
| Total Discharges (Adults & Peds) | 103 |
| 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 | 72% |
|---|
| 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) | Not Available |
|---|
| 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 | 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) | 14.5 |
| 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 | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| 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 | Number of Cases Too Small |
| 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 | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $1 |
|---|---|
| Bad Debt Expense | $2,027 |
| Uncompensated Care Cost | $3,015 |
| Total Uncompensated Care | $5,678 |
| Total Salaries | |
|---|---|
| Overhead Expenses (Non-Salary) | $42,230 |
| Depreciation Expense | $291 |
| Total Operating Costs | $39,733 |
| Inpatient Charges | $19,420 |
|---|---|
| Outpatient Charges | $6,004 |
| Total Patient Charges | $25,425 |
| 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 | $1,810 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,690 |
| Allowance for Doubtful Accounts | $-7,104 |
| Inventory | $305 |
| Prepaid Expenses | $177 |
| Other Current Assets | |
| Total Current Assets | $3,879 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $6,269 |
| Leasehold Improvements | |
| Fixed Equipment Value | $796 |
| Major Movable Equipment | $276 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $7,024 |
| Long-Term Investments | |
|---|---|
| Other Assets | $790 |
| Total Other Assets | $790 |
| Total Assets | $11,693 |
| Accounts Payable | $42,281 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $315 |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $42,596 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $3,012 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $3,012 |
| Total Liabilities | $45,608 |
| General Fund Balance | $-33,915 |
|---|---|
| Total Fund Balances | $-33,915 |
| Total Liabilities & Equity | $11,693 |
| 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 | $20,113 |
|---|---|
| Outpatient Revenue | $6,080 |
| Total Patient Revenue | $26,193 |
| Contractual Allowances & Discounts | $5,774 |
| Net Patient Revenue | $20,419 |
| Total Operating Expenses | $42,230 |
| Net Service Income | $-21,811 |
| Other Income | $7,796 |
| Total Income | $-14,015 |
| Other Expenses | |
| Net Income | $-14,015 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $484 |
| Medicaid Charges | $2,308 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Unknown |
|---|---|
| EHR Version | NA |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |