Self Regional Healthcare

Self Regional Healthcare, located at 1325 Spring Street in Greenwood, SC, is a 358-bed acute care hospital dedicated to providing comprehensive and advanced medical services to a seven-county region. Founded in 1951, Self Regional Healthcare is equipped with state-of-the-art technology and staffed by skilled physicians, nurses, and healthcare professionals. As the first hospital in South Carolina verified as a Level 3 Trauma Center by the American College of Surgeons, we are committed to delivering swift and efficient emergency care. We offer a wide range of services, and with our recent partnership with Med-Trans Corp and the unveiling of our new helipad, we ensure rapid medical transport for critical patients.

Identifiers

Hospital Name Self Regional Healthcare
Facility ID 420071

Location

Address 1325 SPRING STREET
City/Town Greenwood
State SC
ZIP Code 29646
County/Parish GREENWOOD

Health System

Health System Self Regional Healthcare
Health System Website Domain selfregional.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 3
Health System Total Beds 408
Health System Hospital Locations South Carolina

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Self Regional Healthcare
Emergency Services Yes

Matthew Logan, MD

President and CEO

New President and CEO as of Dec 21, 2021, replaced Jim Pfeiffer. Former roles include Medical Director of the Emergency Care Center, Chief of Staff, Physician Executive Leader of the cardiovascular service line. Graduate of Greenwood High School, Clemson University (undergrad), University of South Carolina (medical degree), Palmetto Health Richland Memorial Hospital (Emergency Medicine Residency), Harvard School of Public Health (Master's in Healthcare Management).

Priya Kumar, MD

Chief Medical Officer & VP of Medical Affairs

NA

Kendra Keeney

Sr. Vice President and Chief Operating Officer

NA

Andy Hartung

Director of Information Technology and Chief Information Officer

Based in Greenwood, South Carolina. Also listed as Assistant Vice President and Chief Information Officer at Self Regional Healthcare in Greenwood, South Carolina.

Tim Evans

Chief Financial Officer

Based in Greenwood, South Carolina.

Brent Parris

Vice President & Chief Human Resources Officer

NA

Craig White

Vice President And Chief Compliance Officer

NA

David Isenhower M.D.

Chief Medical Informatics Officer (cmio)

Certified Health Coach at Eat Smart Weight Management and is based in Greenwood, South Carolina. Has worked as Otolaryngologist, Major, US Army Medical Corps at United States Army and Otolaryngologist at Greenwood Ear Nose and Throat Center. Studied at Davidson College (1976-1980), Oregon Health & Science University (OHSU) (1984-1985, 1985-1989).

Dee McLane

VP Professional Services

NA

Mark van Swol

VP Primary Care Services

NA

Phillip Baker

Chief Medical Revenue Officer

NA

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 358

Staffing & Personnel

FTE Employees on Payroll 1761.03
FTE Interns & Residents 30.01

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 16108
Inpatient Days (Title XIX) 2897
Total Inpatient Days 55540
Bed Count 290
Available Bed Days 105850
Discharges (Title V) NA
Discharges (Title XVIII) 2828
Discharges (Title XIX) 493
Total Discharges 9813

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 13660
Inpatient Days (Title XIX; Adults & Peds) 1701
Total Inpatient Days (Adults & Peds) 42386
Bed Count (Adults & Peds) 242
Available Bed Days (Adults & Peds) 88330
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2828
Discharges (Title XIX; Adults & Peds) 493
Total Discharges (Adults & Peds) 9813

Quality Summary

Care Quality Stengths High overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
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 73%

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 No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients No Different Than National Average
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 No Different Than National Average
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 Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 169

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 2.4
Readmission Score Hospital Return Days for Heart Failure Patients 5.4
Readmission Score Hospital Return Days for Pneumonia Patients 9
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 9.1
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 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13
Readmission Score Rate of Readmission for CABG 10.3
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.3
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
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 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 No Different than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission for CABG No Different Than the National Rate
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) 0.862
CAUTI SIR (Standardized Infection Ratio) 0.865
SSI SIR (Standardized Infection Ratio) 0.198
CDI SIR (Standardized Infection Ratio) 0.366
MRSA SIR (Standardized Infection Ratio) 0.694

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $14,016
Bad Debt Expense $34,622
Uncompensated Care Cost $22,995
Total Uncompensated Care $23,102

Operating Expenses ($ thousands)

Total Salaries $129,925
Overhead Expenses (Non-Salary) $261,025
Depreciation Expense $26,975
Total Operating Costs $309,109

Charges ($ thousands)

Inpatient Charges $482,383
Outpatient Charges $732,887
Total Patient Charges $1,215,271

Wage-Related Details ($ thousands)

Core Wage Costs $31,124
Wage Costs (RHC/FQHC)
Adjusted Salaries $129,925
Contract Labor (Patient Care) $17,098
Wage Costs (Part A Teaching) $562
Wage Costs (Interns & Residents) $587

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $25,209
Short-Term Investments
Notes Receivable
Accounts Receivable $169,481
Allowance for Doubtful Accounts $-125,427
Inventory $8,559
Prepaid Expenses $4,458
Other Current Assets
Total Current Assets $82,317

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,089
Land Improvements Value $5,818
Building Value $334,684
Leasehold Improvements
Fixed Equipment Value $33,317
Major Movable Equipment $240,308
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $194,525

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $-4,805
Other Assets $557,772
Total Other Assets $552,968
Total Assets $829,810

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $51,378
Salaries & Wages Payable $11,745
Payroll Taxes Payable $2,515
Short-Term Debt $38,589
Deferred Revenue $229
Other Current Liabilities $1,477
Total Current Liabilities $-131,805

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans $76,370
Other Long-Term Liabilities $25,256
Total Long-Term Liabilities $101,626
Total Liabilities $-30,179

Balance Sheet – Equity ($ thousands)

General Fund Balance $859,989
Total Fund Balances $859,989
Total Liabilities & Equity $829,810

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $28,451
Outlier Payments
DSH Adjustment $758
Eligible DSH % $0
Simulated MC Payments $21,322
Total IME Payments $1,137

Revenue & Income Statement ($ thousands)

Inpatient Revenue $482,383
Outpatient Revenue $769,285
Total Patient Revenue $1,251,668
Contractual Allowances & Discounts $841,519
Net Patient Revenue $410,149
Total Operating Expenses $390,950
Net Service Income $19,199
Other Income $-73,440
Total Income $-54,241
Other Expenses
Net Income $-54,241

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $32,115
Medicaid Charges $137,458
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No