Arbor Health—Morton Hospital, located at 521 Adams Street, Morton, WA, is a critical access hospital serving East Lewis County. We provide comprehensive inpatient and outpatient care, including emergency services, diagnostic imaging, a medical laboratory, rehabilitation services, and a sleep medicine center. Our dedicated team of professionals across multiple specialties, including family medicine and general surgery, is committed to delivering timely and effective care to our community. At Arbor Health—Morton Hospital, we strive to offer respectful and patient-centered care, ensuring the best possible experience for you and your loved ones.
| Hospital Name | Arbor Health—Morton Hospital |
|---|---|
| Facility ID | 501319 |
| Address | 521 ADAMS STREET |
|---|---|
| City/Town | Morton |
| State | WA |
| ZIP Code | 98356 |
| County/Parish | LEWIS |
| Health System | Independent |
|---|---|
| Health System Website Domain | myarborhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Washington |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Lewis County Hospital District No. 1 |
| Emergency Services | Yes |
Robert Mach, MBA, FACHE, AART, is a U.S. Marine Corps veteran. He initially went into the medical field as a radiology technologist, working his way up in hospital-based radiology management roles before moving into senior-level hospital administration positions, including Chief Operating Officer and Chief Executive Officer roles at various hospitals. [6, 11]
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Barbara Van Duren, MSN, MHA, NEA-BC, comes to Arbor Health with over 30 years' experience in the healthcare field, 15 of which in senior nursing leadership positions. She earned her bachelor's and master's degrees in nursing as well as her master's degree in health administration from the University of Phoenix. She also holds the credential of nurse executive advance-board certified. [13]
Tom Herrin joined the Hospital Board of Commissioners in January of 2020. He works for Hampton Lumber, serving as the shipping supervisor for the company's Washington State operations, and has spent his entire working career in the timber industry. [2]
Craig Coppock, of Mossyrock, joined the Hospital Board of Commissioners in June of 2020, being appointed to fill an unexpired term. He had been a constant at the board meetings as a community member for the previous couple of years and moved into the position well versed in the recent history of the hospital district as well as an understanding of current challenges. [2]
Wes McMahan has deep roots in East Lewis County, born in Randle and a direct descendant of one of the town's namesakes. He joined the Hospital Board of Commissioners in 2020 and previously held elected positions as a district commissioner for LCFPD No. 14 (Randle Fire Department) and a Commissioner for Columbia County 911 Communications District in Oregon. [2]
Van Anderson was elected to the Hospital Board of Commissioners in 2023 to begin serving in 2024. A White Pass High School graduate, he grew up and resides in Packwood. He earned a Bachelor of Arts degree in classical studies and has worked with the AmeriCorps Program, Habitat for Humanity, the Script Encoding Initiative, and the Student Leadership Program for the Washington School Principals' Education Foundation. He currently works for the White Pass School District and is active in his community. [2]
Chris Schumaker was elected to the Hospital Board of Commissioners in 2023 and began serving in 2024, having previously served a one-year appointment. He has been a long-time Lewis County Resident and has resided in Randle for the last nine years. He has earned a Bachelor of History and a Master of Educational Administration from Central Washington University and a superintendent's degree from Seattle Pacific University. He has been working in education for 23 years in various roles. [2]
| 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 | 149.4 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 600 |
| Inpatient Days (Title XIX) | 1 |
| Total Inpatient Days | 1738 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 60 |
| Discharges (Title XIX) | NA |
| Total Discharges | 155 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 213 |
| Inpatient Days (Title XIX; Adults & Peds) | 1 |
| Total Inpatient Days (Adults & Peds) | 590 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 60 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 155 |
| 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. |
|---|---|
| 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 | 69% |
|---|
| 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) | 139 |
|---|
| 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) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| 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 | 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 | 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 | 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 | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $523 |
|---|---|
| Bad Debt Expense | $490 |
| Uncompensated Care Cost | $824 |
| Total Uncompensated Care | $1,325 |
| Total Salaries | $16,775 |
|---|---|
| Overhead Expenses (Non-Salary) | $20,720 |
| Depreciation Expense | $1,589 |
| Total Operating Costs | $36,016 |
| Inpatient Charges | $6,094 |
|---|---|
| Outpatient Charges | $43,418 |
| Total Patient Charges | $49,512 |
| 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 | $6,935 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $7,210 |
| Allowance for Doubtful Accounts | $-3,363 |
| Inventory | $254 |
| Prepaid Expenses | $324 |
| Other Current Assets | |
| Total Current Assets | $12,081 |
| Land Value | $999 |
|---|---|
| Land Improvements Value | $1,427 |
| Building Value | $20,755 |
| Leasehold Improvements | |
| Fixed Equipment Value | $2,717 |
| Major Movable Equipment | $10,015 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $11,154 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $23,235 |
| Accounts Payable | $724 |
|---|---|
| Salaries & Wages Payable | $2,028 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $132 |
| Total Current Liabilities | $2,884 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $7,116 |
| Total Long-Term Liabilities | $7,116 |
| Total Liabilities | $10,000 |
| General Fund Balance | $13,235 |
|---|---|
| Total Fund Balances | $13,235 |
| Total Liabilities & Equity | $23,235 |
| 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 | $6,282 |
|---|---|
| Outpatient Revenue | $45,048 |
| Total Patient Revenue | $51,330 |
| Contractual Allowances & Discounts | $17,336 |
| Net Patient Revenue | $33,994 |
| Total Operating Expenses | $37,495 |
| Net Service Income | $-3,501 |
| Other Income | $3,891 |
| Total Income | $390 |
| Other Expenses | |
| Net Income | $390 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $7,177 |
| Medicaid Charges | $10,556 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |