Adventist Health Clear Lake

Adventist Health Clear Lake, located in Clearlake, California, is a 25-bed critical access medical center dedicated to providing hope and healing to Lake County. As part of the Adventist Health System, we offer a variety of primary and specialty care services, including 24-hour emergency care, surgery, medical imaging, and women's care. Our commitment is to ensure that quality healthcare is accessible to our community through various medical office locations and our dedicated team of providers. We strive to meet the healthcare needs of our population by offering exceptional quality, highly trained specialists, and bright, welcoming facilities equipped with the latest technology.

Identifiers

Hospital Name Adventist Health Clear Lake
Facility ID 051317

Location

Address 15630 18TH AVE - HWY 53
City/Town Clearlake
State CA
ZIP Code 95422
County/Parish LAKE

Health System

Health System Adventist Health
Health System Website Domain adventisthealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 26
Health System Total Beds 3713
Health System Hospital Locations California, Hawaii and Oregon

Ownership & Characteristics

Hospital Type Critical Access Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Adventist Health
Emergency Services Yes

Colleen Assavapisitkul

President

Colleen Assavapisitkul, MSN, RN, CENP, HACP, was appointed president at Adventist Health Clear Lake in 2022. [3, 4] Her career includes broad experience in many clinical settings and locations, including Hawaii, Oregon, Washington, and Bangkok, Thailand. [3, 4] She has served with Adventist Health Clear Lake in leadership roles for over 10 years, and as Vice President of Patient Care for the hospital since 2016. [3, 4] Her leadership with the organization began in 2011 when she joined as Director of Quality/Infection Control. [3, 4] She then served as Administrative Director of Patient Care before being promoted to Chief Nursing Officer in 2014. [3, 4] During her time with Adventist Health Clear Lake, Assavapisitkul has been instrumental in opening a new emergency department, improving quality scores, and building a strong clinical team focused on providing leading care. [3, 4]

Marc Shapiro

Medical Officer

Dr. Marc Shapiro is the champion for the Bridge Program at Adventist Health Clear Lake. [12]

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 32

Staffing & Personnel

FTE Employees on Payroll 409.37
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2370
Inpatient Days (Title XIX) 136
Total Inpatient Days 5965
Bed Count 25
Available Bed Days 9125
Discharges (Title V) NA
Discharges (Title XVIII) 418
Discharges (Title XIX) 38
Total Discharges 1136

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1583
Inpatient Days (Title XIX; Adults & Peds) 71
Total Inpatient Days (Adults & Peds) 3502
Bed Count (Adults & Peds) 21
Available Bed Days (Adults & Peds) 7665
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 418
Discharges (Title XIX; Adults & Peds) 38
Total Discharges (Adults & Peds) 1136

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Patients were very positive about the cleanliness of the hospital. 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 Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 66%

Mortality Group Indicators

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 No Different Than National Average
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 174

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 2.5
Readmission Score Hospital Return Days for Pneumonia Patients -5.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.8
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 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 18.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.9
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 16.2
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 No Different Than the National Rate
Readmission Group Heart Failure (HF) 30-Day Readmission Rate No Different Than the National Rate
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 No Different Than the National Rate

Infection SIRs

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 Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,194
Bad Debt Expense $11,749
Uncompensated Care Cost $7,926
Total Uncompensated Care $38,295

Operating Expenses ($ thousands)

Total Salaries $56,265
Overhead Expenses (Non-Salary) $113,697
Depreciation Expense $2,135
Total Operating Costs $180,778

Charges ($ thousands)

Inpatient Charges $91,265
Outpatient Charges $310,084
Total Patient Charges $401,349

Wage-Related Details ($ thousands)

Core Wage Costs
Wage Costs (RHC/FQHC)
Adjusted Salaries
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $46,120
Short-Term Investments $3
Notes Receivable $1,762
Accounts Receivable $80,710
Allowance for Doubtful Accounts $-50,715
Inventory $1,740
Prepaid Expenses $51
Other Current Assets
Total Current Assets $84,900

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,862
Land Improvements Value $10,708
Building Value $42,665
Leasehold Improvements $2,593
Fixed Equipment Value $3,787
Major Movable Equipment $23,441
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $31,835

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $4,534
Total Other Assets $8,952
Total Assets $125,687

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $5,163
Salaries & Wages Payable $3,227
Payroll Taxes Payable $1,521
Short-Term Debt $1,068
Deferred Revenue $182
Other Current Liabilities $8,036
Total Current Liabilities $29,285

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $65,326
Unsecured Loans
Other Long-Term Liabilities $3,613
Total Long-Term Liabilities $68,938
Total Liabilities $98,224

Balance Sheet – Equity ($ thousands)

General Fund Balance $27,463
Total Fund Balances $27,463
Total Liabilities & Equity $125,687

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $93,956
Outpatient Revenue $376,548
Total Patient Revenue $470,504
Contractual Allowances & Discounts $310,644
Net Patient Revenue $159,860
Total Operating Expenses $169,962
Net Service Income $-10,103
Other Income $28,316
Total Income $18,213
Other Expenses $1,781
Net Income $16,432

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $28,627
Medicaid Charges $173,017
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing Yes--In Process of Replacing

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No