Buena Vista Regional Medical Center

Buena Vista Regional Medical Center (BVRMC), located at 1525 West 5th Street, Storm Lake, IA, is your trusted local healthcare provider. As a 25-bed critical access hospital, BVRMC offers a wide range of services, from emergency care to specialized treatments, with over 80 inpatient and outpatient services and more than 20 specialty clinics. Our accredited facility has been providing exceptional care to the community since 1951. We are proud to be recognized for our commitment to patient experience and obstetrics, including Women's Choice Awards. At BVRMC, you'll find the healthcare services you need for yourself and your whole family, close to home.

Identifiers

Hospital Name Buena Vista Regional Medical Center
Facility ID 161375

Location

Address 1525 WEST 5TH STREET
City/Town Storm Lake
State IA
ZIP Code 50588
County/Parish BUENA VISTA

Health System

Health System UnityPoint Health
Health System Website Domain unitypoint.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 25
Health System Total Beds 3388
Health System Hospital Locations Iowa, Illinois and Wisconsin

Ownership & Characteristics

Hospital Type Critical Access Hospitals
Hospital Ownership Government - Local
Ownership Details UnityPoint Health
Emergency Services Yes

Rob Colerick

Chief Executive Officer

Is the CEO of Buena Vista Regional Medical Center (BVRMC) in Storm Lake, Iowa. He emphasizes compassionate, quality care and making a caring connection with patients. He acknowledges the challenges rural hospitals face, especially during events like the COVID-19 pandemic, and focuses on proactive management and adapting to rapid changes. He also encourages lifelong learning for his team and fosters a collaborative environment within BVRMC.

Krista Ketcham

Chief Financial Officer

Has extensive experience in healthcare finance, currently serving as Chief Financial Officer at Buena Vista Regional Medical Center since January 2007, after initially holding the position of Director of Fiscal Services.

Michele Kelly

Chief Clinical Officer

RN, MSN, CPHQ, is the Chief Clinical Officer (CCO) at Buena Vista Regional Medical Center (BVRMC). She has been with BVRMC for 31 years in various roles, most recently as the Executive Director of Quality. Michele received her diploma in nursing from St. Joseph's Mercy in Sioux City, a Bachelor's in Nursing from Briar Cliff in Sioux City, and a Master's in Nursing from Clarkson College in Omaha. She has also served as President of the Iowa Organization of Nurse Leaders and is currently a member of the Iowa Hospital Association Board of Officers and Trustees.

Steven Spurlock

Dir. of Information Systems & Comm./Information Security Officer

Is the Director of Information Systems & Communications/Information Security Officer at Buena Vista Regional Medical Center (BVRMC). He was a speaker at the "Young at Heart" event in August 2021. He also sends out communications regarding cybersecurity to BVRMC employees.

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 25

Staffing & Personnel

FTE Employees on Payroll 302.63
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1065
Inpatient Days (Title XIX) 61
Total Inpatient Days 3009
Bed Count 25
Available Bed Days 9125
Discharges (Title V) NA
Discharges (Title XVIII) 285
Discharges (Title XIX) 31
Total Discharges 892

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 997
Inpatient Days (Title XIX; Adults & Peds) 46
Total Inpatient Days (Adults & Peds) 2270
Bed Count (Adults & Peds) 20
Available Bed Days (Adults & Peds) 7300
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 285
Discharges (Title XIX; Adults & Peds) 31
Total Discharges (Adults & Peds) 892

Quality Summary

Care Quality Stengths High 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 80%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
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
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) 140

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 9.9
Readmission Score Hospital Return Days for Pneumonia Patients 24.1
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 10.2
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 7.2
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 17.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.2
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16
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) Number of Cases Too Small
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
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 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 No Different Than the National Rate
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 Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $810
Bad Debt Expense $1,111
Uncompensated Care Cost $1,453
Total Uncompensated Care $1,989

Operating Expenses ($ thousands)

Total Salaries $23,962
Overhead Expenses (Non-Salary) $42,081
Depreciation Expense $4,458
Total Operating Costs $59,199

Charges ($ thousands)

Inpatient Charges $14,237
Outpatient Charges $84,097
Total Patient Charges $98,334

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 $30,455
Short-Term Investments
Notes Receivable
Accounts Receivable $14,504
Allowance for Doubtful Accounts $-6,528
Inventory $2,312
Prepaid Expenses $645
Other Current Assets $557
Total Current Assets $49,086

Balance Sheet – Fixed Assets ($ thousands)

Land Value $856
Land Improvements Value $1,327
Building Value $65,836
Leasehold Improvements
Fixed Equipment Value $2,865
Major Movable Equipment $18,292
Minor Depreciable Equipment $2,837
Health IT Assets
Total Fixed Assets $37,645

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $10,960
Other Assets $2,839
Total Other Assets $13,799
Total Assets $100,530

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,552
Salaries & Wages Payable $892
Payroll Taxes Payable $2,131
Short-Term Debt
Deferred Revenue
Other Current Liabilities $1,703
Total Current Liabilities $6,279

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $21,652
Total Long-Term Liabilities $21,652
Total Liabilities $27,931

Balance Sheet – Equity ($ thousands)

General Fund Balance $72,599
Total Fund Balances $72,599
Total Liabilities & Equity $100,530

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 $16,126
Outpatient Revenue $94,770
Total Patient Revenue $110,895
Contractual Allowances & Discounts $51,457
Net Patient Revenue $59,439
Total Operating Expenses $66,043
Net Service Income $-6,605
Other Income $9,830
Total Income $3,225
Other Expenses
Net Income $3,225

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $8,319
Medicaid Charges $14,708
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic Community Connect
EHR Version EpicCare Community Connect
EHR is Changing No

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No