Avera St. Luke's Hospital, located in Aberdeen, SD, is a regional healthcare hub dedicated to providing comprehensive and advanced medical care to the community. With a rich history dating back to 1901, Avera St. Luke's offers a wide range of services, including 24/7 emergency care as a verified Level III Trauma Center, specialty services, inpatient and outpatient care, and advanced technology. Focused on patient-centered care and guided by Christian values, Avera St. Luke's excels in areas such as cardiology, oncology, women's health, behavioral health, and surgery, ensuring patients receive the highest quality treatment close to home. Whether you need emergency services or specialized care, trust Avera St. Luke's for expert care and advanced technology.
| Hospital Name | Avera St. Luke's Hospital |
|---|---|
| Facility ID | 430014 |
| Address | 305 S STATE ST POST OFFICE BOX 4450 |
|---|---|
| City/Town | Aberdeen |
| State | SD |
| ZIP Code | 57401 |
| County/Parish | BROWN |
| Health System | Avera Health |
|---|---|
| Health System Website Domain | avera.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 35 |
|---|---|
| Health System Total Beds | 1519 |
| Health System Hospital Locations | Iowa, Minnesota, Nebraska and South Dakota |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Avera Health |
| Emergency Services | Yes |
Dan Bjerknes has been named Regional President and CEO of Avera St. Luke's Hospital. As top executive in the Avera St. Luke's region, he is responsible for providing leadership, direction and administration across all aspects of care delivery at all facilities within the region. He has 15 years experience in health care leadership roles in behavioral health and critical access hospitals, leading strategic, mission-focused functions in human resources, support services, clinic and hospital operations as well as growth in service lines. Before entering into health care administration he had a rich background as director of human resources and conflict management consultant. He holds a master of arts in counseling from the University of North Dakota and bachelor of arts in psychology from Concordia College at Moorhead, Minn.
Tess Moeller was selected as Avera St. Luke's Vice President of Operations. Prior to this role, she served as the Quality, Strategy, and Innovation Officer. She holds a Master's degree in Business Administration from the University of Sioux Falls and earned her Bachelor's degree in nursing from Augustana College. She has been with the health system since July 2012, when she began her Avera career as a registered nurse.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 109 |
|---|
| FTE Employees on Payroll | 726.19 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 6729 |
| Inpatient Days (Title XIX) | 944 |
| Total Inpatient Days | 11648 |
| Bed Count | 50 |
| Available Bed Days | 18250 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1563 |
| Discharges (Title XIX) | 138 |
| Total Discharges | 2788 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5632 |
| Inpatient Days (Title XIX; Adults & Peds) | 769 |
| Total Inpatient Days (Adults & Peds) | 9276 |
| Bed Count (Adults & Peds) | 44 |
| Available Bed Days (Adults & Peds) | 16060 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1563 |
| Discharges (Title XIX; Adults & Peds) | 138 |
| Total Discharges (Adults & Peds) | 2788 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| 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 | 67% |
|---|
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 111 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 9.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -25.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -9.2 |
| 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 | 9.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.9 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average 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) | Number of Cases Too Small |
| 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) | 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) | 0.000 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.926 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.583 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $1,383 |
|---|---|
| Bad Debt Expense | $2,123 |
| Uncompensated Care Cost | $1,916 |
| Total Uncompensated Care | $2,956 |
| Total Salaries | $91,710 |
|---|---|
| Overhead Expenses (Non-Salary) | $127,938 |
| Depreciation Expense | $6,424 |
| Total Operating Costs | $143,885 |
| Inpatient Charges | $159,180 |
|---|---|
| Outpatient Charges | $425,304 |
| Total Patient Charges | $584,484 |
| Core Wage Costs | $8,741 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $91,710 |
| Contract Labor (Patient Care) | $5,171 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,196 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $89,559 |
| Allowance for Doubtful Accounts | $-62,340 |
| Inventory | $5,081 |
| Prepaid Expenses | $1,034 |
| Other Current Assets | |
| Total Current Assets | $36,387 |
| Land Value | $6,036 |
|---|---|
| Land Improvements Value | $2,514 |
| Building Value | $132,999 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $46,447 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $63,976 |
| Long-Term Investments | $12,461 |
|---|---|
| Other Assets | $43,389 |
| Total Other Assets | $55,851 |
| Total Assets | $156,213 |
| Accounts Payable | $5,189 |
|---|---|
| Salaries & Wages Payable | $9,697 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,350 |
| Deferred Revenue | |
| Other Current Liabilities | $432 |
| Total Current Liabilities | $18,320 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $58,120 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $419 |
| Total Long-Term Liabilities | $58,540 |
| Total Liabilities | $76,859 |
| General Fund Balance | $79,354 |
|---|---|
| Total Fund Balances | $79,354 |
| Total Liabilities & Equity | $156,213 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,053 |
| DRG (Post-Oct 1) | $14,178 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $164,590 |
|---|---|
| Outpatient Revenue | $488,122 |
| Total Patient Revenue | $652,712 |
| Contractual Allowances & Discounts | $442,082 |
| Net Patient Revenue | $210,630 |
| Total Operating Expenses | $225,986 |
| Net Service Income | $-15,356 |
| Other Income | $8,361 |
| Total Income | $-6,995 |
| Other Expenses | $1,736 |
| Net Income | $-8,730 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,079 |
| Medicaid Charges | $20,273 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |