Bluffton Hospital, located at 139 Garau Street in Bluffton, OH, is your trusted community healthcare provider. As a 25-bed short-term acute care facility, we offer a comprehensive range of services with convenient access right off I-75. Part of Blanchard Valley Health System, we combine advanced technology with compassionate, hometown care delivered by your neighbors and friends. Our services include 24-hour emergency care, cardiopulmonary services, and inpatient medical/surgical care.
| Hospital Name | Bluffton Hospital |
|---|---|
| Facility ID | 361322 |
| Address | 139 GARAU STREET |
|---|---|
| City/Town | Bluffton |
| State | OH |
| ZIP Code | 45817 |
| County/Parish | ALLEN |
| Health System | Blanchard Valley Health System |
|---|---|
| Health System Website Domain | bvhealthsystem.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 264 |
| Health System Hospital Locations | Ohio |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Blanchard Valley Health System |
| Emergency Services | Yes |
Renee Matthews, RN, has been named the new administrator of Bluffton Hospital, a division of Blanchard Valley Health System. [5, 7, 10, 13] A Bluffton native, she has worked for BVHS in various roles since 2007, including as an emergency department technician at Bluffton Hospital, a nurse at Blanchard Valley Hospital and Bluffton Hospital in roles ranging from emergency department nurse to medical/surgical nursing supervisor, and most recently as clinical manager of Blanchard Valley Obstetrics and Gynecology in both Findlay and Bluffton. [5, 10] She earned a bachelor's degree in social work from Anderson University and her nursing degree from Rhodes State College. [5, 10] Her new role as administrator began around December 2023. [13] Matthews' responsibilities include oversight of the Bluffton Hospital campus and leadership for service excellence. [7, 10] She was drawn to helping others and enjoys connecting people to needed resources. [5] She also has a family connection to Bluffton Hospital. [5]
Nicki Keuneke is the Director of Operations at Bluffton Hospital and participated in a "State of Bluffton Hospital" presentation in 2022. [3]
BJ Pasztor holds the title of Chief Nursing Officer/Chief Operating Officer acute care services [3] and is also listed as COO, Acute Care Services/Chief Nursing Officer for Blanchard Valley Health System. [14] Pasztor is also referred to as Vice-president of patient care. [8] She participated in a "State of Bluffton Hospital" presentation [3] and was involved in decisions regarding labor and delivery services at Bluffton Hospital. [8] Pasztor announced Renee Matthews's appointment as Administrator of Bluffton Hospital, highlighting Matthews' background and suitability for the role. [7, 10] Her role appears to have significant oversight relevant to Bluffton Hospital's acute care services.
| 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 | 86.81 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 575 |
| Inpatient Days (Title XIX) | 1 |
| Total Inpatient Days | 811 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 25 |
| Discharges (Title XIX) | 1 |
| Total Discharges | 106 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 86 |
| Inpatient Days (Title XIX; Adults & Peds) | 1 |
| Total Inpatient Days (Adults & Peds) | 265 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 25 |
| Discharges (Title XIX; Adults & Peds) | 1 |
| Total Discharges (Adults & Peds) | 106 |
| 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 | |
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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 |
|---|
| 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) | 108 |
|---|
| 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) | 12.8 |
| 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) | Not Available |
| 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) | 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 | Number of cases too small |
| 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) | Number of Cases Too Small |
| 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 | $148 |
|---|---|
| Bad Debt Expense | $1,495 |
| Uncompensated Care Cost | $735 |
| Total Uncompensated Care | $735 |
| Total Salaries | $7,906 |
|---|---|
| Overhead Expenses (Non-Salary) | $9,213 |
| Depreciation Expense | $1,680 |
| Total Operating Costs | $16,703 |
| Inpatient Charges | $1,830 |
|---|---|
| Outpatient Charges | $39,394 |
| Total Patient Charges | $41,225 |
| 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 | $164 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $2,708 |
| Allowance for Doubtful Accounts | |
| Inventory | $518 |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets | $3,389 |
| Land Value | $218 |
|---|---|
| Land Improvements Value | $1,228 |
| Building Value | $19,314 |
| Leasehold Improvements | |
| Fixed Equipment Value | $413 |
| Major Movable Equipment | $10,125 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $11,454 |
| Long-Term Investments | $3,218 |
|---|---|
| Other Assets | $271 |
| Total Other Assets | $3,488 |
| Total Assets | $18,331 |
| Accounts Payable | $-23,209 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $-21,652 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $27,354 |
| Total Long-Term Liabilities | $27,354 |
| Total Liabilities | $5,702 |
| General Fund Balance | $12,628 |
|---|---|
| Total Fund Balances | $12,628 |
| Total Liabilities & Equity | $18,331 |
| 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 | $1,900 |
|---|---|
| Outpatient Revenue | $41,961 |
| Total Patient Revenue | $43,861 |
| Contractual Allowances & Discounts | $19,264 |
| Net Patient Revenue | $24,598 |
| Total Operating Expenses | $17,119 |
| Net Service Income | $7,479 |
| Other Income | $-158 |
| Total Income | $7,321 |
| Other Expenses | |
| Net Income | $7,321 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,315 |
| Medicaid Charges | $6,201 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |