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Coquille Valley Hospital

Overview

COST ESTIMATES

Procedure Costs (2014)

QUALITY

  • Heart Attack
  • Emergency Department Care
  • Flu and Pneumonia
  • Heart Failure
  • Complication Prevention
  • Infection Prevention
  • Patient Experience

FINANCIAL & UTILIZATION

COQUILLE VALLEY HOSPITAL

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940 East 5th Street
Coquille, OR 97423
Coos County
(541) 396-3101

www.cvhospital.orgDirections
Type: Critical Access Hospital (Type B)
Owner: Government - Hospital District or Authority

Cost Estimates

Oregon hospitals are committed to helping you with a cost estimate in advance of a procedure. The contact information on this site will connect you to the resources at each Oregon hospital to receive a cost estimate.

Procedure Costs

Oregon hospitals are committed to price transparency. The median price paid for common hospital procedures by commercial insurers is displayed on OregonHospitalGuide.org.

Quality Data

The quality data on this site allows you to view and compare the quality of health care provided in Oregon hospitals, such as patient experience, or patient safety. 

Financial & Utilization Data

The financial data provided by ORHospitalGuide.org allows you to compare and contrast the financial data of Oregon hospitals such as operating margins, charity care, and gross patient revenue, as well as others. Utilization data allows you to see the usage patterns and capacities of each individual hospital--with data points like staffed beds, occupancy rate, and inpatient discharges, among others. 

Cost estimates
Procedure Costs
QUALITY
FINANCIAL & UTILIZATION

Cost Estimates

Oregon hospitals are committed to helping you with a cost estimate in advance of a procedure. To contact Coquille Valley Hospital for an estimate either

Call

Often a phone call to the hospital is a helpful first step in finding out the potential cost of a procedure if you don't have insurance or are out-of-network. 

CALL COQUILLE VALLEY HOSPITAL:
(541) 396-3101


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Cost Estimates

Cost estimates for medical procedures are complex, but Oregon hospitals are committed to helping you through the process. Cost estimates provided by the hospital are not a guarantee of what you will be charged. Please be aware that there are many variables that can affect your final out-of-pocket costs, including issues like the length of time spent in surgery or recovery, specific equipment used, supplies and medications needed, additional tests required by your physician, any special care or unexpected conditions or complications that may arise.

More Information

This facility does not have any data for this time period.

View State AverageView National Average
  • Heart Attack

    Show/Hide Overview
    A heart attack (also called AMI or acute myocardial infarction) happens when the arteries leading to the heart become blocked and the blood supply is slowed or stopped. These measures show some of the process of care provided, if appropriate for most adults who have had a heart attack. The outpatient Heart Attack or Chest Pain measures apply to patients transferred to an acute care facility for a higher level of care. For more information, click on the column headings.
     
    Hospital Average
    State Average
    National Average
    SEE MORE DETAILS
    • Readmitted Within 30 Days After Heart Attack ?
      N/A1
      (Lower is Better)
      N/A
      (Lower is Better)
      N/A
      (Lower is Better)
      Readmissions to the hospital within 30 days of being discharged after a heart attack.
    • Death Within 30 Days of a Heart Attack ?
      N/A1
      (Lower is Better)
      N/A
      (Lower is Better)
      N/A
      (Lower is Better)
      Death within 30 days of being discharged from the hospital after a heart attack.
  • Emergency Department Care

    Show/Hide Overview
    Hospital Average
    State Average
    National Average
    SEE MORE DETAILS
    • Left Without Being Seen ?
      N/A5
      (Lower is Better)
      2%
      (Lower is Better)
      2%
      (Lower is Better)
      This is the percentage of patients who left the emergency department before being evaluated by a health care professional.
    • Time in ED Before Being Seen by a healthcare professional ?
      N/A5
      (Lower is Better)
      31
      (Lower is Better)
      24
      (Lower is Better)
      This is the amount of time in minutes from the time a patient arrived to the time they were seen by a healthcare professional.
    • Average time in minutes patients spent in the emergency department from arrival to departure for admitted ED patients ?
      N/A5
      245
      279
      Average time in minutes patients spent in the emergency department, after the doctor decided to admit them as an inpatient before leaving the emergency department for their inpatient room
  • Flu and Pneumonia

    Show/Hide Overview
    Hospital Average
    State Average
    National Average
    SEE MORE DETAILS
    • Pneumonia (PN) 30-Day Readmission Rate
      17.0%
      (Lower is Better)
      N/A
      (Lower is Better)
      N/A
      (Lower is Better)
    • Death Within 30 Days After Pneumonia ?
      10.1%
      (Lower is Better)
      N/A
      (Lower is Better)
      N/A
      (Lower is Better)
      Death within 30 days of being discharged from the hospital after pneumonia.
    • Patients Given a Flu Vaccine ?
      N/A5
      90%
      94%
      Influenza, or the flu, is a respiratory illness that is caused by flu viruses and easily spread from person to person. The best way to prevent the flu is to get a flu shot each year.
  • Heart Failure

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    Hospital Average
    State Average
    National Average
    SEE MORE DETAILS
    • Readmitted Within 30 Days After Heart Failure ?
      21.7%
      (Lower is Better)
      N/A
      (Lower is Better)
      N/A
      (Lower is Better)
      Readmissions to the hospital within 30 days of being discharged after heart failure.
    • Death Within 30 Days of Heart Failure ?
      12.2%
      (Lower is Better)
      N/A
      (Lower is Better)
      N/A
      (Lower is Better)
      Death within 30 days of being discharged from the hospital after heart failure.
    • Heart Pumping Test ?
      N/A1
      99%
      99%
      An important heart failure test is to check how and whether the left side of your heart is pumping properly (also called the Left Ventricular Function Assessment or LVS). Other ways to check how your heart is pumping include your medical history, a physical exam and listening to your heart sounds.
  • Complication Prevention

    Show/Hide Overview
    Hospital Average
    State Average
    National Average
    SEE MORE DETAILS
    • Blood Clot Prevention ?
      100%3
      100%
      100%
      Surgery patients should receive medicine to prevent blood clots after surgery.
    • Beta-blockers Continued ?
      100%3
      98%
      98%
      It is often standard procedure to stop a patient’s usual medications before and after surgery. However, patients who have been taking beta blockers can have heart problems if they suddenly stop taking them. For these patients, it is important to stay on beta blockers before and after surgery.
  • Infection Prevention

    Show/Hide Overview
    Hospital Average
    State Average
    National Average
    SEE MORE DETAILS
    • Catheters Removed On Time ?
      100%3
      98%
      98%
      The risk of infection increases the longer surgery patients have a catheter inserted into their bladder. This category shows the percent of surgery patients whose urinary catheters were removed on the first or second day after surgery.
    • Antibiotic Stopped After Surgery ?
      81%3
      98%
      98%
      Taking antibiotics more than 24 hours after surgery is often not necessary. Continuing antibiotics may increase the risk of side effects and having future antibiotics not work as they should. This category measures hospitals that stopped antibiotics within 24 hours after surgery.
  • Patient Experience

    Show/Hide Overview
    Hospital Average
    State Average
    National Average
    N/A
    SEE MORE DETAILS
    • Received Information and Education ?
      90%
      88%
      86%
      Patients received information when they were ready to leave the hospital. Hospital staff had discussed the help they would need at home.
    • Staff Explained Medicines ?
      67%
      65%
      65%
      If patients were given medicine that they had not taken before, how often staff explained the medicine.
    • Pain Was Well Controlled ?
      75%
      70%
      71%
      If patients needed medicine for pain during their hospital stay, how often their pain was well controlled.
    • Help Received ?
      79%
      69%
      68%
      Patients reported how often they were helped quickly when they used the call button or needed help in getting to the bathroom or using a bedpan.
    • Nurses Communicated Well ?
      83%
      79%
      80%
      Patients reported whether their nurses communicated well with them during their hospital stay.
    • Would Recommend the Hospital ?
      72%
      71%
      71%
      Patients would recommend the hospital to their friends and family.
    • Quiet at Night ?
      64%
      56%
      62%
      Patients reported whether the area around their room was quiet at night.
    • Overall Satisfaction ?
      79%
      71%
      71%
      Overall rating of the hospital by patients.
    • Doctors Communicated Well ?
      86%
      81%
      82%
      Patients reported whether their doctors communicated well with them during their hospital stay.
    • Patient Room and Bathroom Was Clean ?
      83%
      74%
      74%
      Patients reported if their hospital room and bathroom were kept clean.

Footnotes

  • 1: The number of cases/patients is too few to report.
  • 3: Results are based on a shorter time period than required.
  • 5: Results are not available for this reporting period.

HOSPITAL DATA

Data reflects 2014 outcomes.
To find out more about this facility, the care it provides, and its financial assistance policies, please call or visit the website listed above. When choosing a hospital or medical center, be sure to understand your particular treatment and the roles that hospital staff play in your care; check your insurance coverage and out of pocket costs; and consider the hospital's location and other features and services.

More Information

Margins

Operating Margin
Total Margin

Payer Mix* *Percent of total charges

Medicare Charges
Medicaid Charges
Self-Pay Charges
Commercial Charges

Uncompensated Care (%)

Charity % Gross Charges
Total Uncomp. Care % Gross Charges

Uncompensated Care ($)

Uncompensated Care

UTILIZATION TRENDS

2014
2015
2016
Staffed Beds ?
2014
21
2015
17
2016
17
Staffed beds are those in service and patient-ready for more than half of the days in the reporting period. It does not include beds ordinarily occupied for less than 24 hours, such as those in the emergency department, clinic, labor (birthing) rooms, surgery and recovery rooms, and outpatient holding beds.
Inpatient Discharges* ?
2014
582
2015
571
2016
567
The termination of the granting of lodging in the hospital and the formal release of the patient (includes patients admitted and discharged the same day). When a mother and her newborn are discharged at the same time, they count as one discharge. When the baby stays beyond the mother’s discharge (boarder baby), it counts as one discharge for the mother and one discharge for the boarder baby. This includes acute care and discharges from Distinct Part Units (DPU). It excludes swing-bed and long-term care discharges.
Inpatient Days* ?
2014
1,910
2015
1,875
2016
2,239
A patient day is the unit of measure denoting lodging provided and services rendered to inpatients between the census taking hours (usually at midnight) of two successive days. A patient formally admitted who is discharged or dies on the same day is counted as one patient day, regardless of the number of hours the patient occupies a hospital bed. For patients switched from observation to inpatient status, the patient day count should begin on the day the patient was officially admitted as an inpatient. Includes acute care days from Distinct Part Units (DPU). This excludes swing-bed, long-term care and newborn days.
Average Length of Stay* ?
2014
3.28
2015
3.28
2016
3.95
[Formula] Inpatient Days / Inpatient Discharges. Average amount of time (in days) that an acute care patient spends in the hospital.
Occupancy Rate ?
2014
24.92%
2015
30.22%
2016
35.99%
[Formula] Inpatient Days / Bed Days. Average number of beds occupied by patients during the time period.
Emergency Room Visits ?
2014
6,050
2015
6,019
2016
6,102
The total number of patients seen in the emergency department who are not later admitted as inpatients.
Outpatient Visits ?
2014
23,659
2015
22,807
2016
24,110
Total number of outpatient visits reported during the reporting period. This includes emergency room visits, ambulatory surgery visits, observation visits, home health visits and all other visits.
(*Acute care - excludes newborns)

FINANCIAL TRENDS

2014
2015
2016
Gross Patient Revenue ?
2014
$34,911,293
2015
$35,874,468
2016
$41,723,586
Amount billed for services at full established rates.
Charity Care ?
2014
$226,404
2015
$207,564
2016
$117,012
The dollar amount of free care, based on a hospital’s full established rates, provided to patients who are determined by the hospital to be unable to pay their bill. The determination of a patient’s ability to pay is based on the hospital’s charity care policy. Hospitals will typically determine a patient’s inability to pay by examining a variety of factors such as individual and family income, assets, employment status or availability of alternative sources of funds. Determination of charity care status is made prior to admission if the patient has requested and applied for financial assistance. Charity care status may be granted at a later date depending on the circumstances of the admission, such as an emergency admission, no request for financial assistance prior to admission, or lack of information about the patient’s financial status at the time of admission. Financial assistance provided by the hospital may pertain to all or a portion of the patient’s bill.
Bad Debt ?
2014
$1,681,571
2015
$2,658,638
2016
$840,177
Bad debt is the unpaid obligation for care, based on a hospital’s full established rates, for patients who are unwilling to pay their bill. Unlike charity care, bad debt arises in situations where the patient has either not requested financial assistance or does not qualify for financial assistance. In these cases the hospital will generate a bill for services provided. For uninsured patients, the amount of bad debt can pertain to all or any portion of the bill that is not paid. For patients with insurance, certain amounts that are the patient’s responsibility – such as deductibles and coinsurance – are expensed as bad debt if not paid.
Net Patient Revenue ?
2014
$20,931,120
2015
$20,157,793
2016
$24,606,989
[Formula] Gross Patient Revenue – Total Contractual Allowances – Charity Care – Bad Debt.
Other Operating Revenue ?
2014
$2,193,850
2015
$400,258
2016
$517,925
Revenue derived from the reporting entity’s operations other than direct patient care. Examples are revenue generated from operation of the cafeteria and gift shop.
Salaries and Benefits ?
2014
$12,702,048
2015
$14,403,676
2016
$15,513,538
Total dollar amount of expenditures made to employees for salaries and benefits. This amount includes wages and benefits paid to physicians if physicians are employed by the hospital.
Total Operating Expenses ?
2014
$23,180,666
2015
$26,024,325
2016
$27,725,311
All expenses incurred from the reporting entity. Examples are salaries and benefits, purchased services, professional fees, supplies, interest expense, depreciation and amortization and rent and utilities.
Operating Margin ?
2014
-0.24%
2015
-26.59%
2016
-10.35%
Measure of profitability from the reporting entity’s operations. [Formula] (Total Operating Revenue – Total Operating Expenses) / Total Operating Revenue.
Nonoperating (Income) ?
2014
$948,712
2015
$604,586
2016
$1,110,774
[Formula] Net Nonoperating Gains + Tax Subsidies.
Total Margin ?
2014
3.71%
2015
-22.97%
2016
-5.68%
Measure of profitability from all sources of the reporting entity’s income. [Formula] (Total Operating Revenue + Nonoperating Income – Total Operating Expenses) / (Total Operating Revenue + Nonoperating Income).

HOSPITAL DATA

Data reflects 2014 outcomes.
To find out more about this facility, the care it provides, and its financial assistance policies, please call or visit the website listed above. When choosing a hospital or medical center, be sure to understand your particular treatment and the roles that hospital staff play in your care; check your insurance coverage and out of pocket costs; and consider the hospital's location and other features and services.

More Information