Dallas County Hospital, located in Perry, Iowa, at 610 Tenth Street, is your trusted community healthcare provider. As a critical access hospital, we offer a wide range of services, including emergency care, radiology (including mammography), chemotherapy, surgical services, lab services, and therapy services, all delivered with compassion and convenience. We are dedicated to serving the community and setting the standard in cost-effective medical care, close to home. Access Patient Access and the Emergency Room through the main entrance on weekends.
| Hospital Name | Dallas County Hospital |
|---|---|
| Facility ID | 161322 |
| Address | 610 TENTH STREET |
|---|---|
| City/Town | Perry |
| State | IA |
| ZIP Code | 50220 |
| County/Parish | DALLAS |
| Health System | MercyOne |
|---|---|
| Health System Website Domain | mercyone.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 24 |
|---|---|
| Health System Total Beds | 2449 |
| Health System Hospital Locations | Iowa and Illinois |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Dallas County Hospital an Affiliate of MercyOne |
| Emergency Services | Yes |
RN, BSN, MHA. Served as Chief Executive Officer of Dallas County Hospital in Perry, Iowa since March of 2016. [4, 7] Perry native. [6] Earned a Bachelor of Science degree in nursing from Mercy College in Des Moines and a Master of Science degree in healthcare administration from the University of St. Francis in Joliet, Ill. [6] Replaced former DCH CEO Matt Wille. [6] Has a 20-year background in nursing management at Mercy's Children's Emergency Center and Mercy Medical Surgical Unit, and spent the last four years in Greenfield as the Adair County Health System CEO. [6] Passionate about making a difference in healthcare. [14]
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Began her medical career 29 years ago at Mercy Medical Center as a staff nurse. [13] She held a number of other positions over the course of 24 years before taking a position as chief nursing officer in the Adair County Health Systems for five years. [13] She is an active member of the Iowa Organization for Nurse Leaders and has spoken at national conferences. [13] Peeler began her new role in November 2017. [13] She is very passionate about high quality patient care. [13]
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| 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 | 85.14 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 231 |
| Inpatient Days (Title XIX) | 26 |
| Total Inpatient Days | 569 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 32 |
| Discharges (Title XIX) | 9 |
| Total Discharges | 88 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 117 |
| Inpatient Days (Title XIX; Adults & Peds) | 26 |
| Total Inpatient Days (Adults & Peds) | 305 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 32 |
| Discharges (Title XIX; Adults & Peds) | 9 |
| Total Discharges (Adults & Peds) | 88 |
| 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 |
|---|
| 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) | 110 |
|---|
| 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) | 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) | 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 | 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $45 |
|---|---|
| Bad Debt Expense | $1,623 |
| Uncompensated Care Cost | $1,064 |
| Total Uncompensated Care | $1,688 |
| Total Salaries | $6,987 |
|---|---|
| Overhead Expenses (Non-Salary) | $17,453 |
| Depreciation Expense | $1,573 |
| Total Operating Costs | $24,165 |
| Inpatient Charges | $1,425 |
|---|---|
| Outpatient Charges | $36,815 |
| Total Patient Charges | $38,240 |
| 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 | $15,399 |
|---|---|
| Short-Term Investments | $2,607 |
| Notes Receivable | $6 |
| Accounts Receivable | $4,204 |
| Allowance for Doubtful Accounts | $-1,952 |
| Inventory | $288 |
| Prepaid Expenses | $253 |
| Other Current Assets | |
| Total Current Assets | $25,979 |
| Land Value | $70 |
|---|---|
| Land Improvements Value | $1,811 |
| Building Value | $27,567 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $6,308 |
| Minor Depreciable Equipment | |
| Health IT Assets | $788 |
| Total Fixed Assets | $12,180 |
| Long-Term Investments | $27,482 |
|---|---|
| Other Assets | $1,847 |
| Total Other Assets | $29,328 |
| Total Assets | $67,487 |
| Accounts Payable | $1,144 |
|---|---|
| Salaries & Wages Payable | $810 |
| Payroll Taxes Payable | |
| Short-Term Debt | $41 |
| Deferred Revenue | |
| Other Current Liabilities | $209 |
| Total Current Liabilities | $2,205 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $8,842 |
| Total Long-Term Liabilities | $8,842 |
| Total Liabilities | $11,047 |
| General Fund Balance | $56,440 |
|---|---|
| Total Fund Balances | $56,440 |
| Total Liabilities & Equity | $67,487 |
| 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 | $1,303 |
|---|---|
| Outpatient Revenue | $39,506 |
| Total Patient Revenue | $40,809 |
| Contractual Allowances & Discounts | $17,273 |
| Net Patient Revenue | $23,536 |
| Total Operating Expenses | $24,440 |
| Net Service Income | $-904 |
| Other Income | $7,164 |
| Total Income | $6,260 |
| Other Expenses | $10 |
| Net Income | $6,250 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,837 |
| Medicaid Charges | $7,059 |
| 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 |