Excelsior Springs Hospital, located at 1700 Rainbow Boulevard in Excelsior Springs, MO, is your community-driven health system providing superior care close to home. Our team of passionate health professionals offers personalized and innovative health and wellness choices. As a 25-bed critical access hospital, we provide modern surgical services, a 24-hour emergency department with short wait times, comprehensive laboratory services, home health and hospice care, and outpatient specialty clinics. We are dedicated to delivering service-oriented, performance-based, and professional patient care in an efficient and compassionate manner. Experience the difference at Excelsior Springs Hospital, where our focus is on quality, professionalism, teamwork, and community service.
| Hospital Name | Excelsior Springs Hospital |
|---|---|
| Facility ID | 261322 |
| Address | 1700 RAINBOW BOULEVARD |
|---|---|
| City/Town | Excelsior Springs |
| State | MO |
| ZIP Code | 64024 |
| County/Parish | CLAY |
| Health System | North Kansas City Hospital & Meritas Health |
|---|---|
| Health System Website Domain | nkch.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 476 |
| Health System Hospital Locations | Missouri |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Excelsior Springs City Hospital |
| Emergency Services | Yes |
Kristen DeHart is the Chief Executive Officer at Excelsior Springs Hospital. [8] She has experience from previous roles at Post Acute Medical, HCA, HealthSouth, and Kindred Healthcare. [8] Her education includes a Master of Business Administration (MBA) from Western Governors University and a BS from the University of Kansas. [8] She has discussed highlights of the hospital and community healthcare initiatives. [7] She has also explained the hospital's efforts regarding an Employee Retention Tax Credit. [6]
Listed as Chief Financial Officer on the Executive Leadership page of the Excelsior Springs Hospital website. [3, 4] Note that a news article from December 2023 identifies Matt Untch as the new Chief Financial Officer. [6] No specific background information was available in the provided search snippets from the website's leadership page. [3, 4]
Listed as Chief Nursing Officer on the Executive Leadership page of the Excelsior Springs Hospital website. [3, 4] Also identified as Chief Operating Officer/Chief Nursing Officer. [2] The leadership team is responsible for strategic planning, operational oversight, financial management, and ensuring high-quality patient care. [2] No specific background information was available in the provided search snippets from the website's leadership page. [3, 4]
| 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 | 208.79 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 638 |
| Inpatient Days (Title XIX) | 54 |
| Total Inpatient Days | 1759 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 75 |
| Discharges (Title XIX) | 24 |
| Total Discharges | 240 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 282 |
| Inpatient Days (Title XIX; Adults & Peds) | 54 |
| Total Inpatient Days (Adults & Peds) | 845 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 75 |
| Discharges (Title XIX; Adults & Peds) | 24 |
| Total Discharges (Adults & Peds) | 240 |
| 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 | 79% |
|---|
| 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) | 100 |
|---|
| 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 | -14 |
| 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) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| 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 | 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 | Not Available |
| 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 | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $2,087 |
|---|---|
| Bad Debt Expense | $727 |
| Uncompensated Care Cost | $2,433 |
| Total Uncompensated Care | $4,034 |
| Total Salaries | $16,707 |
|---|---|
| Overhead Expenses (Non-Salary) | $29,855 |
| Depreciation Expense | $2,993 |
| Total Operating Costs | $40,340 |
| Inpatient Charges | $14,301 |
|---|---|
| Outpatient Charges | $69,207 |
| Total Patient Charges | $83,508 |
| 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 | $3,309 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $21,777 |
| Allowance for Doubtful Accounts | $-10,131 |
| Inventory | $810 |
| Prepaid Expenses | $619 |
| Other Current Assets | |
| Total Current Assets | $17,052 |
| Land Value | $401 |
|---|---|
| Land Improvements Value | $1,341 |
| Building Value | $22,170 |
| Leasehold Improvements | |
| Fixed Equipment Value | $10,732 |
| Major Movable Equipment | $18,447 |
| Minor Depreciable Equipment | |
| Health IT Assets | $698 |
| Total Fixed Assets | $19,488 |
| Long-Term Investments | $96 |
|---|---|
| Other Assets | $122 |
| Total Other Assets | $218 |
| Total Assets | $36,758 |
| Accounts Payable | $4,747 |
|---|---|
| Salaries & Wages Payable | $1,124 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,347 |
| Deferred Revenue | $1,572 |
| Other Current Liabilities | $3,443 |
| Total Current Liabilities | $12,232 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $9,099 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,754 |
| Total Long-Term Liabilities | $10,853 |
| Total Liabilities | $23,085 |
| General Fund Balance | $13,673 |
|---|---|
| Total Fund Balances | $13,673 |
| Total Liabilities & Equity | $36,758 |
| 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 | $14,853 |
|---|---|
| Outpatient Revenue | $79,082 |
| Total Patient Revenue | $93,935 |
| Contractual Allowances & Discounts | $49,925 |
| Net Patient Revenue | $44,010 |
| Total Operating Expenses | $46,562 |
| Net Service Income | $-2,552 |
| Other Income | $6,744 |
| Total Income | $4,192 |
| Other Expenses | |
| Net Income | $4,192 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,367 |
| Medicaid Charges | $12,354 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | TruBridge Thrive EHR |
|---|---|
| EHR Version | TruBridge Thrive EHR |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |