PeaceHealth St. John Medical Center, located at 1615 Delaware Street in Longview, WA, has provided high-quality healthcare to Cowlitz County for over 80 years. As a Level III Trauma Center and the community's sole hospital, PeaceHealth St. John offers a wide range of specialized services, including emergency care, cardiac services, cancer care, orthopedics, and women's health. Our dedicated caregivers are committed to providing safe, compassionate care, supported by advanced training and deep roots in the community. PeaceHealth St. John is recognized for superior clinical outcomes, patient safety, and maternity care.
| Hospital Name | PeaceHealth St. John Medical Center |
|---|---|
| Facility ID | 500041 |
| Address | 1615 DELAWARE STREET |
|---|---|
| City/Town | Longview |
| State | WA |
| ZIP Code | 98632 |
| County/Parish | COWLITZ |
| Health System | PeaceHealth |
|---|---|
| Health System Website Domain | peacehealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 10 |
|---|---|
| Health System Total Beds | 1439 |
| Health System Hospital Locations | Alaska, Oregon and Washington |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | PeaceHealth |
| Emergency Services | Yes |
Kendall began his leadership journey as a Registered Nurse on the front line of patient care, serving a 15-year tenure at PeaceHealth Ketchikan Medical Center. [4] He returned to PeaceHealth after amassing more than 25 years of experience and innovation in executive healthcare leadership. [4] Leading in multiple care environments, he is a skilled relationship-builder recognized for his thoughtful communication, presence and teamwork. [4] Prior to rejoining PeaceHealth, Kendall served as chief operating officer for Providence Portland Medical Center. [4] During his tenure, Providence gained top-quartile patient experience scores for inpatient and the Emergency Department as well as Leapfrog Hospital Safety Grade A. [4] Kendall holds a master's in healthcare administration from the University of Phoenix. [4] He started his career at PeaceHealth in 1997. [5, 7, 9]
Wendy is a dynamic leader who began her healthcare journey more than 20 years ago as a telemetry bedside nurse. [4] Her career has spanned nearly every nursing department across large hospitals to smaller community hospitals, where her greatest passion lies. [4] Before joining PeaceHealth in early 2022, Wendy served as the interim chief nursing officer at HCA Regional Medical Center in San Jose, California. [4] Wendy instills a goal-orientated team approach in ensuring team success and sustainability. [4]
Nandita Gupta, MD, is a distinguished physician executive and accomplished cardiologist, with more than a decade of healthcare leadership and two decades of clinical expertise. [4, 8] Prior to joining PeaceHealth, Dr. Gupta served as the Associate Chief Medical Officer at OHSU Health Hillsboro Medical Center. [4, 8] She holds a deep commitment to health equity and has ardently championed the cause of creating a healthcare ecosystem that ensures justice for patients and their families. [4, 8] She received her Bachelor of Medicine and Bachelor of Surgery degree from the Maulana Azad Medical College at the University of Delhi, India. [8] She completed her internship and residency at the Albert Einstein College of Medicine in New York and her fellowship in cardiology at the Oregon Health and Sciences University in Portland, Oregon. [8] Additionally, Dr. Gupta completed her Healthcare MBA in June 2022 at OHSU. [8]
Elva Sipin is a seasoned healthcare executive with over 25 years of experience in driving operational excellence. [4] She has a proven track record of success in various healthcare sectors, including hospitals, post-acute and ambulatory care. [4] Prior to joining PeaceHealth, Elva held multiple leadership positions at Providence in Southern California and was instrumental in improving and sustaining five-star ratings from Centers for Medicare & Medicaid Services (CMS). [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 368 |
|---|
| FTE Employees on Payroll | 1183.75 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7301 |
| Inpatient Days (Title XIX) | 1048 |
| Total Inpatient Days | 33685 |
| Bed Count | 122 |
| Available Bed Days | 44530 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1455 |
| Discharges (Title XIX) | 122 |
| Total Discharges | 6653 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6878 |
| Inpatient Days (Title XIX; Adults & Peds) | 904 |
| Total Inpatient Days (Adults & Peds) | 29972 |
| Bed Count (Adults & Peds) | 104 |
| Available Bed Days (Adults & Peds) | 37960 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1455 |
| Discharges (Title XIX; Adults & Peds) | 122 |
| Total Discharges (Adults & Peds) | 6653 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| Nurse Communication – Star Rating | |
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| 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 | 55% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| 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 | Worse 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 211 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 6.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -14.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -11.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.3 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.4 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 12.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| 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 | 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 | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| 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) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.680 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.202 |
| SSI SIR (Standardized Infection Ratio) | 1.419 |
| CDI SIR (Standardized Infection Ratio) | 0.174 |
| MRSA SIR (Standardized Infection Ratio) | 0.278 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $7,946 |
|---|---|
| Bad Debt Expense | $6,425 |
| Uncompensated Care Cost | $9,568 |
| Total Uncompensated Care | $31,869 |
| Total Salaries | $143,967 |
|---|---|
| Overhead Expenses (Non-Salary) | $205,728 |
| Depreciation Expense | $10,883 |
| Total Operating Costs | $255,365 |
| Inpatient Charges | $427,517 |
|---|---|
| Outpatient Charges | $704,485 |
| Total Patient Charges | $1,132,002 |
| Core Wage Costs | $32,230 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $143,967 |
| Contract Labor (Patient Care) | $4,216 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets |
| Land Value | |
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| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets |
| Long-Term Investments | |
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| Other Assets | |
| Total Other Assets | |
| Total Assets |
| Accounts Payable | |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities |
| General Fund Balance | |
|---|---|
| Total Fund Balances | |
| Total Liabilities & Equity |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,406 |
| DRG (Post-Oct 1) | $12,515 |
| Outlier Payments | |
| DSH Adjustment | $876 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $436,800 |
|---|---|
| Outpatient Revenue | $806,703 |
| Total Patient Revenue | $1,243,503 |
| Contractual Allowances & Discounts | $908,530 |
| Net Patient Revenue | $334,972 |
| Total Operating Expenses | $349,620 |
| Net Service Income | $-14,647 |
| Other Income | $10,491 |
| Total Income | $-4,157 |
| Other Expenses | $75 |
| Net Income | $-4,232 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $31,467 |
| Medicaid Charges | $249,052 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |