Sanford Chamberlain Medical Center, located at 300 S Byron in Chamberlain, SD, is your trusted partner for comprehensive healthcare in the Tri-County area. As part of the Sanford Health Network, we are dedicated to providing high-quality, accessible services, including emergency care, surgery, and specialty clinics. Our 25-bed facility offers inpatient and outpatient care, with a focus on patient-centered service in a welcoming, rural environment. We are committed to promoting community health and well-being through a holistic and integrated approach. Experience expert care close to home with our dedicated team of healthcare professionals.
| Hospital Name | Sanford Chamberlain Medical Center |
|---|---|
| Facility ID | 431329 |
| Address | 300 S BYRON |
|---|---|
| City/Town | Chamberlain |
| State | SD |
| ZIP Code | 57325 |
| County/Parish | BRULE |
| Health System | Sanford Health |
|---|---|
| Health System Website Domain | sanfordhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 26 |
|---|---|
| Health System Total Beds | 2176 |
| Health System Hospital Locations | Iowa, Minnesota, North Dakota, South Dakota and Wisconsin |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Sanford Health |
| Emergency Services | Yes |
Ms. Peterson serves as administrator and CEO for rural hospital and clinic sites as part of the Sioux Falls, S.D.-based Sanford Health Network. [1, 5] Prior to her role as administrator, Peterson held the chief financial officer position with Sanford Chamberlain for seven years and was responsible for Medicare and Medicaid cost reports, statistical and financial analysis, and multi-departmental budgeting for the organization. [4] Her prior experience in healthcare finance and firsthand knowledge from living on a ranch in the rural Midwest afford her unparalleled insight in strategically directing the operations of the facilities she oversees. [5] These include a 25-bed critical access hospital, three clinics and a 44-bed long-term care facility. [5] In addition to her role with Sanford, Peterson is a well-known and trusted member of her community, involved in local education and bringing important well-being programs to schools. [4] She is an active board member of the South Dakota Association of Healthcare Organizations and Stockyards Ag Experience. [4] She also serves as the Sanford liaison to Indian Health Services, which operates on Native American reservations. [4] Peterson has been instrumental in helping shape public policy around rural health care in the state, testifying on behalf of Sanford Health at the South Dakota State Legislature. [4]
| 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 | 98.45 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 715 |
| Inpatient Days (Title XIX) | 714 |
| Total Inpatient Days | 1958 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 128 |
| Discharges (Title XIX) | 96 |
| Total Discharges | 300 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 427 |
| Inpatient Days (Title XIX; Adults & Peds) | 220 |
| Total Inpatient Days (Adults & Peds) | 846 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 128 |
| Discharges (Title XIX; Adults & Peds) | 96 |
| Total Discharges (Adults & Peds) | 300 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| 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 | 54% |
|---|
| 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) | 74 |
|---|
| 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 | -12.1 |
| 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) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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) | Number of Cases Too Small |
| 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 | 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 | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,524 |
|---|---|
| Bad Debt Expense | $1,412 |
| Uncompensated Care Cost | $2,333 |
| Total Uncompensated Care | $4,216 |
| Total Salaries | $10,303 |
|---|---|
| Overhead Expenses (Non-Salary) | $15,999 |
| Depreciation Expense | $357 |
| Total Operating Costs | $24,302 |
| Inpatient Charges | $10,280 |
|---|---|
| Outpatient Charges | $31,694 |
| Total Patient Charges | $41,973 |
| 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 | $71 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $4,218 |
| Allowance for Doubtful Accounts | |
| Inventory | $432 |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets | $4,721 |
| Land Value | $11 |
|---|---|
| Land Improvements Value | $195 |
| Building Value | $7,190 |
| Leasehold Improvements | |
| Fixed Equipment Value | $2,202 |
| Major Movable Equipment | $3,615 |
| Minor Depreciable Equipment | $119 |
| Health IT Assets | |
| Total Fixed Assets | $5,890 |
| Long-Term Investments | $335 |
|---|---|
| Other Assets | $-0 |
| Total Other Assets | $335 |
| Total Assets | $10,946 |
| Accounts Payable | $86 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $343 |
| Deferred Revenue | |
| Other Current Liabilities | $-1 |
| Total Current Liabilities | $427 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $652 |
| Total Long-Term Liabilities | $652 |
| Total Liabilities | $1,080 |
| General Fund Balance | $9,867 |
|---|---|
| Total Fund Balances | $9,867 |
| Total Liabilities & Equity | $10,946 |
| 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 | $10,676 |
|---|---|
| Outpatient Revenue | $35,847 |
| Total Patient Revenue | $46,522 |
| Contractual Allowances & Discounts | $22,881 |
| Net Patient Revenue | $23,641 |
| Total Operating Expenses | $26,302 |
| Net Service Income | $-2,660 |
| Other Income | $1,860 |
| Total Income | $-800 |
| Other Expenses | $30 |
| Net Income | $-830 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,433 |
| Medicaid Charges | $7,550 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |