Susan B. Allen Memorial Hospital, located in El Dorado, KS, is your community healthcare provider. We are a not-for-profit general acute-care facility dedicated to providing personalized care with trusted healthcare professionals. With a 48-bed capacity, including specialized units like our Family Birth Center and Cancer Center, we offer a wide range of medical services, including 24/7 emergency care. Our recent investments in upgraded patient rooms and technology ensure you receive advanced and compassionate care close to home. At Susan B. Allen, we are committed to creating a culture of service and operational excellence, making our hospital the best place for patients, employees, and physicians alike.
| Hospital Name | Susan B. Allen Memorial Hospital |
|---|---|
| Facility ID | 170017 |
| Address | 720 W CENTRAL ST |
|---|---|
| City/Town | El Dorado |
| State | KS |
| ZIP Code | 67042 |
| County/Parish | BUTLER |
| Health System | Independent |
|---|---|
| Health System Website Domain | sbamh.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 80 |
| Health System Hospital Locations | Kansas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Independent |
| Emergency Services | Yes |
Encouraged to report concerns about safety or quality of care to hospital leadership, including Melissa Hall. [4]
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Served in many leadership roles for the past 42 years. [1] Has been Chief Nursing Officer since 2005. [1] Has overseen many projects, transitions and board initiatives, and led leadership and patient care teams through the COVID-19 pandemic. [1]
Based in El Dorado, Kansas. Has worked as Manager of Technical Service at Intellect Systems Inc. and Manager, Technical Services at Computer Inc. Studied at Kansas State University. [2]
Came to the Susan B. Allen Foundation in 2019 from the Fundamental Learning Center in Wichita. Prior to that, was the director of philanthropic services at Wichita Community Foundation and director of business services at the Wichita Metro Chamber of Commerce. Has combined expertise in leadership and relationship building to enhance and improve the El Dorado community. Active in volunteering with various organizations. Earned a Bachelor of Arts degree in communications, integrated marketing communication from Wichita State University. Has completed Dale Carnegie Leadership Training and been involved with the Institute of Organizational Management, Young Professionals groups, Leadership Elite Program and Center for Management Development at WSU. [5]
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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 | 80 |
|---|
| FTE Employees on Payroll | 200.41 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1263 |
| Inpatient Days (Title XIX) | 6 |
| Total Inpatient Days | 3357 |
| Bed Count | 20 |
| Available Bed Days | 7300 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 281 |
| Discharges (Title XIX) | 1 |
| Total Discharges | 1018 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1106 |
| Inpatient Days (Title XIX; Adults & Peds) | 5 |
| Total Inpatient Days (Adults & Peds) | 2694 |
| Bed Count (Adults & Peds) | 18 |
| Available Bed Days (Adults & Peds) | 6570 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 281 |
| Discharges (Title XIX; Adults & Peds) | 1 |
| Total Discharges (Adults & Peds) | 1018 |
| 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 | Hospital struggles with high infection rates |
| 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 | 70% |
|---|
| 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 | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 125 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 12.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -10.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14 |
| 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 | 0.8 |
| 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 | 19.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| 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) | 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 | No Different than expected |
| 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 | No Different Than the National Rate |
| 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 1.040 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $997 |
|---|---|
| Bad Debt Expense | $3,518 |
| Uncompensated Care Cost | $2,230 |
| Total Uncompensated Care | $3,499 |
| Total Salaries | $15,141 |
|---|---|
| Overhead Expenses (Non-Salary) | $23,437 |
| Depreciation Expense | $2,452 |
| Total Operating Costs | $30,930 |
| Inpatient Charges | $21,352 |
|---|---|
| Outpatient Charges | $66,923 |
| Total Patient Charges | $88,275 |
| Core Wage Costs | $2,104 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $15,141 |
| Contract Labor (Patient Care) | $2,383 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $783 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $6,414 |
| Allowance for Doubtful Accounts | |
| Inventory | $717 |
| Prepaid Expenses | $2,843 |
| Other Current Assets | |
| Total Current Assets | $10,757 |
| Land Value | $3,697 |
|---|---|
| Land Improvements Value | $1,220 |
| Building Value | $43,180 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $33,955 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $25,779 |
| Long-Term Investments | $10,964 |
|---|---|
| Other Assets | $633 |
| Total Other Assets | $11,597 |
| Total Assets | $48,133 |
| Accounts Payable | $2,650 |
|---|---|
| Salaries & Wages Payable | $2,397 |
| Payroll Taxes Payable | |
| Short-Term Debt | $928 |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $5,975 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $2,018 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $2,018 |
| Total Liabilities | $7,993 |
| General Fund Balance | $40,141 |
|---|---|
| Total Fund Balances | $40,141 |
| Total Liabilities & Equity | $48,133 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,725 |
| DRG (Post-Oct 1) | $575 |
| Outlier Payments | |
| DSH Adjustment | $45 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $630 |
| Total IME Payments |
| Inpatient Revenue | $22,306 |
|---|---|
| Outpatient Revenue | $70,431 |
| Total Patient Revenue | $92,737 |
| Contractual Allowances & Discounts | $60,168 |
| Net Patient Revenue | $32,569 |
| Total Operating Expenses | $38,578 |
| Net Service Income | $-6,009 |
| Other Income | $764 |
| Total Income | $-5,245 |
| Other Expenses | |
| Net Income | $-5,245 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,020 |
| Medicaid Charges | $12,239 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH |
|---|---|
| EHR Version | Unknown |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |