Rainy Lake Medical Center, located at 1400 Highway 71, International Falls, MN, is committed to providing accessible, high-quality healthcare to the Borderland community. We offer a comprehensive range of services, including emergency care, general surgery, and specialized clinics such as cardiology, orthopedics, and oncology. As a Level IV trauma center, we ensure skilled care during critical situations, and our dedicated team of professionals treats every patient with compassion, privacy, and dignity. Rainy Lake Medical Center is your trusted healthcare provider, focused on your well-being and committed to excellence through teamwork. We also provide various community-based service programs, cash contributions to non-profit agencies, and health-related education programs for the benefit of the community.
| Hospital Name | Rainy Lake Medical Center |
|---|---|
| Facility ID | 241322 |
| Address | 1400 HIGHWAY 71 |
|---|---|
| City/Town | International Falls |
| State | MN |
| ZIP Code | 56649 |
| County/Parish | KOOCHICHING |
| Health System | Independent |
|---|---|
| Health System Website Domain | rainylakemedical.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Minnesota |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | International Falls Memorial Hospital Association |
| Emergency Services | Yes |
Robb Pastor assumed the CEO role in September, succeeding Bonnie Erickson. He has significant leadership, hospital care delivery, and operations experience. He previously served as chief clinical officer at Southwest Health in Platteville, WI, and director of hospital nursing services at Cuyuna Regional Medical Center in Crosby, MN. He has also held leadership positions in Mississippi, Texas, and Michigan. The RLMC Board of Trustees and executive leadership team impressed him with their dedication to their mission. He is eager to work with the team to develop a vision for taking the organization to the next level. He was previously the Chief Clinical Officer (CCO) for Southwest Health in Platteville, WI for 6 years. He earned an associate degree in nursing from HFC and master’s degrees in management and business administration from the University of Mary.
Brian Rauzi is the Chief Operating Officer at Rainy Lake Medical Center. He is described as a leader on a transformational journey. He leads leaders within his division, which is called "Team 90th" with an aspiration to be at the 90th percentile in everything they do, including colleague engagement, patient care, financial performance, and achieving annual goals. He and his leaders maintained a mindset of not letting COVID-19 hold them back and achieved a positive bottom line and operating margin in 2020 within their division and the organization.
Andrea Pastor serves as the organization's Chief Ambulatory Officer, or CAO. She brings more than 20 years of healthcare experience to the position and previously served as RLMC's director of special projects and strategic initiatives since 2019. Her priorities will focus on ambulatory services covering both rural health clinics and the retail pharmacy. She became a Fellow of the American College of Healthcare Executives (FACHE) in 2023, signifying her competency, commitment to service, and recognition as an esteemed leader.
Craig Boyer was hired as the organization's Chief Financial Officer, or CFO. A native of Bemidji, he brings more than 20 years of experience in healthcare finance leadership, most recently having served as CFO of a six-hospital health system in Montana for more than three years. He was looking for a small-town healthcare organization where he felt he could make a big difference. He was also impressed by the stability of RLMC's leadership team.
Kelly Hagen was hired as the organization's new Chief Nursing Officer, or CNO. Hagen comes to RLMC with more than 40 years of experience as a nurse in various areas including palliative, med/surg, orthopedic, ICU, and open heart and cardiac care, as well as nursing leadership. She understands the importance of collaborating with those at the bedside when assessing and improving the quality of nursing care. She previously served as the vice president of nursing and clinical services for Sanford Bemidji Medical Centers and Clinics. Hagen earned her diploma in nursing from the St. Boniface School of Nursing at the University of Manitoba, bachelors in nursing from Charles Sturt University and her two master's degrees in management and business administration from the University of Mary.
| 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 | 154.2 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1329 |
| Inpatient Days (Title XIX) | 18 |
| Total Inpatient Days | 2019 |
| Bed Count | 18 |
| Available Bed Days | 6570 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 200 |
| Discharges (Title XIX) | 3 |
| Total Discharges | 373 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 712 |
| Inpatient Days (Title XIX; Adults & Peds) | 18 |
| Total Inpatient Days (Adults & Peds) | 1224 |
| Bed Count (Adults & Peds) | 18 |
| Available Bed Days (Adults & Peds) | 6570 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 200 |
| Discharges (Title XIX; Adults & Peds) | 3 |
| Total Discharges (Adults & Peds) | 373 |
| Care Quality Stengths | 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 | NA |
| 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 | 79% |
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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 | |
| 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) | 148 |
|---|
| 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 | -25.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.9 |
| 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) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| 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 | 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 | 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 | 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 | $149 |
|---|---|
| Bad Debt Expense | $619 |
| Uncompensated Care Cost | $465 |
| Total Uncompensated Care | $1,176 |
| Total Salaries | $13,392 |
|---|---|
| Overhead Expenses (Non-Salary) | $19,557 |
| Depreciation Expense | $1,480 |
| Total Operating Costs | $29,190 |
| Inpatient Charges | $6,875 |
|---|---|
| Outpatient Charges | $48,153 |
| Total Patient Charges | $55,028 |
| 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 | $2,785 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $7,245 |
| Allowance for Doubtful Accounts | $-3,294 |
| Inventory | $742 |
| Prepaid Expenses | $543 |
| Other Current Assets | |
| Total Current Assets | $8,102 |
| Land Value | $169 |
|---|---|
| Land Improvements Value | $1,797 |
| Building Value | $17,790 |
| Leasehold Improvements | |
| Fixed Equipment Value | $1,896 |
| Major Movable Equipment | $6,891 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $12,942 |
| Long-Term Investments | $13,336 |
|---|---|
| Other Assets | $1,383 |
| Total Other Assets | $14,719 |
| Total Assets | $35,763 |
| Accounts Payable | $1,511 |
|---|---|
| Salaries & Wages Payable | $1,731 |
| Payroll Taxes Payable | |
| Short-Term Debt | $428 |
| Deferred Revenue | $601 |
| Other Current Liabilities | $19 |
| Total Current Liabilities | $5,001 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $5,424 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $302 |
| Total Long-Term Liabilities | $5,727 |
| Total Liabilities | $10,728 |
| General Fund Balance | $25,035 |
|---|---|
| Total Fund Balances | $25,035 |
| Total Liabilities & Equity | $35,763 |
| 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 | $6,876 |
|---|---|
| Outpatient Revenue | $51,884 |
| Total Patient Revenue | $58,759 |
| Contractual Allowances & Discounts | $26,088 |
| Net Patient Revenue | $32,671 |
| Total Operating Expenses | $32,949 |
| Net Service Income | $-278 |
| Other Income | $1,239 |
| Total Income | $962 |
| Other Expenses | $923 |
| Net Income | $38 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,176 |
| Medicaid Charges | $9,212 |
| 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 |