Avera Marshall Regional Medical Center, located at 300 South Bruce Street, Marshall, MN, is your trusted partner for comprehensive healthcare in southwest Minnesota. As part of the Avera system, we bring together advanced technology, expert staff, and a compassionate approach to provide exceptional care close to home. Our services include a 24/7 emergency department (verified Level 3 Trauma Center), inpatient and outpatient care, specialty medical services, women's care, behavioral health, and a wide range of surgical services. Experience the Avera difference—where faith, health, and science come together to provide you the best possible care.
| Hospital Name | Avera Marshall Regional Medical Center |
|---|---|
| Facility ID | 241359 |
| Address | 300 SOUTH BRUCE STREET |
|---|---|
| City/Town | Marshall |
| State | MN |
| ZIP Code | 56258 |
| County/Parish | LYON |
| Health System | Avera Health |
|---|---|
| Health System Website Domain | avera.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 35 |
|---|---|
| Health System Total Beds | 1519 |
| Health System Hospital Locations | Iowa, Minnesota, Nebraska and South Dakota |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Avera Health |
| Emergency Services | Yes |
Seasoned healthcare executive, serving as the Regional President and CEO of Avera Marshall Regional Medical Center since February 2021. Prior to this role, Debbie held various leadership positions at Avera St. Luke's Hospital from July 2001 to February 2021. Earlier experience includes serving as Clinic Manager at Aberdeen Plastic Surgery PC and as Director of Admissions at Manorcare Health Services. She has more than 25 years of experience in the health care field and has significant leadership experience in clinic and hospital settings. She has been instrumental in growing both the medical group and service offerings in the Avera St. Luke's region, as well as helping to lead an engaged and empowered workforce. She focused on improving employee engagement scores at Avera Marshall, which increased by 43% between 2021 and 2024. Her philosophy centers on the belief that staff are the best experts and emphasizes building trust and being authentic as a leader.
Named Vice President of Patient Care Services at Avera Marshall Regional Medical Center, with her new role effective April 27, 2025. Winter has been with Avera Marshall since 2004 and has held leadership roles since 2012. She currently serves as Director of Inpatient Services, a position she has held since 2022. Her background includes experience as a home health aide, LPN, and RN, with advanced degrees in nursing leadership and management.
Continues as Vice President of the Clinic Division at Avera Marshall. She previously oversaw both Patient Care Services and the Clinic Division since 2022.
Named to a new leadership role at Avera Marshall in 2022. Described by Regional President and CEO Debbie Streier as having great team-building and problem-solving skills that will benefit her and the organization in this new role.
| 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 | 385.84 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 920 |
| Inpatient Days (Title XIX) | 109 |
| Total Inpatient Days | 3323 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 268 |
| Discharges (Title XIX) | 19 |
| Total Discharges | 1033 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 877 |
| Inpatient Days (Title XIX; Adults & Peds) | 54 |
| Total Inpatient Days (Adults & Peds) | 2650 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 268 |
| Discharges (Title XIX; Adults & Peds) | 19 |
| Total Discharges (Adults & Peds) | 1033 |
| Care Quality Stengths | High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns |
| 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 | 59% |
|---|
| 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 | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 105 |
|---|
| 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 | -32.2 |
| 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 | 8.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.6 |
| 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 | 3.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| 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 | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | 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 | 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 |
| 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 | $416 |
|---|---|
| Bad Debt Expense | $1,312 |
| Uncompensated Care Cost | $890 |
| Total Uncompensated Care | $3,581 |
| Total Salaries | $52,566 |
|---|---|
| Overhead Expenses (Non-Salary) | $82,260 |
| Depreciation Expense | $4,208 |
| Total Operating Costs | $87,135 |
| Inpatient Charges | $44,747 |
|---|---|
| Outpatient Charges | $195,089 |
| Total Patient Charges | $239,836 |
| 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 | $1,178 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $32,515 |
| Allowance for Doubtful Accounts | $-18,680 |
| Inventory | $3,132 |
| Prepaid Expenses | $1,401 |
| Other Current Assets | |
| Total Current Assets | $20,764 |
| Land Value | $1,005 |
|---|---|
| Land Improvements Value | $2,055 |
| Building Value | $75,385 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $32,750 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $49,119 |
| Long-Term Investments | $17,239 |
|---|---|
| Other Assets | $4,578 |
| Total Other Assets | $21,818 |
| Total Assets | $91,701 |
| Accounts Payable | $2,579 |
|---|---|
| Salaries & Wages Payable | $3,817 |
| Payroll Taxes Payable | |
| Short-Term Debt | $522 |
| Deferred Revenue | |
| Other Current Liabilities | $3,084 |
| Total Current Liabilities | $10,001 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $14,374 |
| Total Long-Term Liabilities | $14,374 |
| Total Liabilities | $24,376 |
| General Fund Balance | $67,325 |
|---|---|
| Total Fund Balances | $67,325 |
| Total Liabilities & Equity | $91,701 |
| 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 | $47,963 |
|---|---|
| Outpatient Revenue | $218,688 |
| Total Patient Revenue | $266,651 |
| Contractual Allowances & Discounts | $151,418 |
| Net Patient Revenue | $115,233 |
| Total Operating Expenses | $134,826 |
| Net Service Income | $-19,593 |
| Other Income | $24,057 |
| Total Income | $4,463 |
| Other Expenses | $24 |
| Net Income | $4,440 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,501 |
| Medicaid Charges | $36,308 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | Yes--In Process of Replacing |