Samaritan Hospital, located at 801 East Wheeler Road in Moses Lake, WA, is dedicated to improving the health and well-being of the Columbia Basin community. As a multifaceted healthcare organization, we offer a wide range of services, including emergency, surgical, and specialized care, supported by state-of-the-art technology. We are committed to providing patient-centered care with a compassionate and skilled team, ensuring access to high-quality healthcare close to home. With a focus on community growth and modern facilities, Samaritan Hospital strives to meet the evolving healthcare needs of Moses Lake and surrounding areas. We work as one unified body, one visionary mind—all fueled by one strong, beating, loving heart.
| Hospital Name | Samaritan Hospital |
|---|---|
| Facility ID | 500033 |
| Address | 801 EAST WHEELER ROAD |
|---|---|
| City/Town | Moses Lake |
| State | WA |
| ZIP Code | 98837 |
| County/Parish | GRANT |
| Health System | Independent |
|---|---|
| Health System Website Domain | samaritanhealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 50 |
| Health System Hospital Locations | Washington |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Samaritan Hospital |
| Emergency Services | Yes |
Theresa Sullivan was appointed Chief Executive Officer in 2015 and is responsible for the execution of Samaritan Healthcare's mission and vision through establishing a culture that drives outstanding patient and family, provider and staff satisfaction. [9] Theresa came to Samaritan Healthcare in 2014 from Cuyuna Regional Medical Center in Crosby, MN where she served as the Chief Operating Officer for four years as well as the Chief Executive Officer of the Longville Lakes Clinic for thirteen years. [9] Theresa earned her Masters of Business Administration from the University of St. Thomas and her Bachelor of Arts degree from Concordia College. [9] In late 2018, the Washington State Hospital Association named her '2018's Grassroots Champion', for her exemplary efforts in educating elected officials on the importance of the hospital's role in the community. [9] Recently in February 2020, Theresa was named the 'Outstanding Medical Center Executive Outside Puget Sound Region' by Seattle Business Magazine. [9]
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Gretchen Youngren is the chief development and communications officer for Samaritan Hospital in Moses Lake as well as the executive director of the Samaritan Healthcare Foundation. [5] A graduate of Washington State and Gonzaga universities, Youngren applies her education and experience to ensure operational success for the hospital and its foundation. [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 | 50 |
|---|
| FTE Employees on Payroll | 469.32 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4171 |
| Inpatient Days (Title XIX) | 308 |
| Total Inpatient Days | 12140 |
| Bed Count | 48 |
| Available Bed Days | 17520 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 858 |
| Discharges (Title XIX) | 854 |
| Total Discharges | 3058 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3324 |
| Inpatient Days (Title XIX; Adults & Peds) | 176 |
| Total Inpatient Days (Adults & Peds) | 7618 |
| Bed Count (Adults & Peds) | 36 |
| Available Bed Days (Adults & Peds) | 13140 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 858 |
| Discharges (Title XIX; Adults & Peds) | 854 |
| Total Discharges (Adults & Peds) | 3058 |
| Care Quality Stengths | High overall patient satisfaction. 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. 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 | 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 | 56% |
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| 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 | No Different Than National Average |
| 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) | 162 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -7.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -31.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.3 |
| 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 | 1 |
| 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 | 16.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.8 |
| 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 | Fewer Days Than Average 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 | 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.650 |
| SSI SIR (Standardized Infection Ratio) | 2.131 |
| CDI SIR (Standardized Infection Ratio) | 0.554 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,651 |
|---|---|
| Bad Debt Expense | $7,238 |
| Uncompensated Care Cost | $4,083 |
| Total Uncompensated Care | $21,109 |
| Total Salaries | $71,348 |
|---|---|
| Overhead Expenses (Non-Salary) | $71,697 |
| Depreciation Expense | $6,694 |
| Total Operating Costs | $122,302 |
| Inpatient Charges | $127,160 |
|---|---|
| Outpatient Charges | $238,949 |
| Total Patient Charges | $366,109 |
| Core Wage Costs | $14,747 |
|---|---|
| Wage Costs (RHC/FQHC) | $4,963 |
| Adjusted Salaries | $71,348 |
| Contract Labor (Patient Care) | $9,024 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $3,057 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $48,557 |
| Allowance for Doubtful Accounts | $-31,167 |
| Inventory | $2,361 |
| Prepaid Expenses | $1,048 |
| Other Current Assets | |
| Total Current Assets | $24,392 |
| Land Value | $10,642 |
|---|---|
| Land Improvements Value | $556 |
| Building Value | $69,100 |
| Leasehold Improvements | |
| Fixed Equipment Value | $4,172 |
| Major Movable Equipment | $48,711 |
| Minor Depreciable Equipment | $13,131 |
| Health IT Assets | |
| Total Fixed Assets | $61,799 |
| Long-Term Investments | $31,090 |
|---|---|
| Other Assets | $702 |
| Total Other Assets | $31,792 |
| Total Assets | $117,983 |
| Accounts Payable | $7,549 |
|---|---|
| Salaries & Wages Payable | $5,170 |
| Payroll Taxes Payable | $275 |
| Short-Term Debt | |
| Deferred Revenue | $3,241 |
| Other Current Liabilities | $1,710 |
| Total Current Liabilities | $17,945 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $6,013 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $6,013 |
| Total Liabilities | $23,958 |
| General Fund Balance | $94,025 |
|---|---|
| Total Fund Balances | $94,025 |
| Total Liabilities & Equity | $117,983 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,597 |
| DRG (Post-Oct 1) | $2,103 |
| Outlier Payments | |
| DSH Adjustment | $261 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $140,396 |
|---|---|
| Outpatient Revenue | $252,283 |
| Total Patient Revenue | $392,679 |
| Contractual Allowances & Discounts | $255,245 |
| Net Patient Revenue | $137,434 |
| Total Operating Expenses | $143,044 |
| Net Service Income | $-5,610 |
| Other Income | $15,145 |
| Total Income | $9,535 |
| Other Expenses | |
| Net Income | $9,535 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $22,465 |
| Medicaid Charges | $118,214 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic Community Connect |
|---|---|
| EHR Version | EpicCare Community Connect |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |