Bradley County Medical Center, located at 404 South Bradley Street in Warren, Arkansas, is your trusted community healthcare provider. We offer a wide range of services, including emergency care, home health, imaging, and surgical services, all delivered with a patient-centered approach. Our dedicated team is committed to providing superior care and ensuring you have access to accurate and timely health information through our patient portal. We also focus on community outreach programs. At Bradley County Medical Center, your health and well-being are our top priorities.
| Hospital Name | Bradley Medical Center |
|---|---|
| Facility ID | 041327 |
| Address | 404 SOUTH BRADLEY STREET |
|---|---|
| City/Town | Warren |
| State | AR |
| ZIP Code | 71671 |
| County/Parish | BRADLEY |
| Health System | Vitruvian Health |
|---|---|
| Health System Website Domain | vitruvianhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 658 |
| Health System Hospital Locations | Arkansas, Georgia and Tennessee |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Vitruvian Health |
| Emergency Services | Yes |
MBA, MA. Named president and chief executive officer of Bradley Medical Center August 1, 2024. Her leadership through this acquisition has been invaluable. Her commitment to the Cleveland community has been evident. From Bradley County, graduated from Bradley County High School. Over 26 years as a healthcare executive. Recognized as a leader people look up to. Works to align with the team to solve problems. Recognized as a leader who helps grow and mentor those around her. As Assistant Chief Executive Officer/Chief Operating Officer at Bradley, she was one of the driving forces that brought growth in key specialty services such as cardiology. [10]
DNP, RN, CNOR. Served over 28 years as a nurse and as an executive nurse leader, impacting organizational performance and promoting a culture of high quality, safety, and team member engagement. [10]
MBA. Joins from Hamilton Medical Center. Over 20 years of executive leadership and 10 years of clinical experience when he practiced as a licensed physical therapist. This combination allows him the ability to help drive operational change with a true understanding of the needs of his departments. Recognized for his collaborative leadership, strategic planning, patient and associate engagement, and physician partnerships. [10]
NA
Leads by example and is well respected amongst the healthcare community for her expertise in quality standards, The Joint Commission standards, and other regulatory standards. Many of her processes have been used in other facilities and recognized as best practices. [10]
NA
| 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 | 110.63 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | 86 |
|---|---|
| Inpatient Days (Title XVIII) | 909 |
| Inpatient Days (Title XIX) | 155 |
| Total Inpatient Days | 1704 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | 48 |
| Discharges (Title XVIII) | 182 |
| Discharges (Title XIX) | 30 |
| Total Discharges | 344 |
| Inpatient Days (Title V; Adults & Peds) | 4 |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 691 |
| Inpatient Days (Title XIX; Adults & Peds) | 155 |
| Total Inpatient Days (Adults & Peds) | 1189 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | 48 |
| Discharges (Title XVIII; Adults & Peds) | 182 |
| Discharges (Title XIX; Adults & Peds) | 30 |
| Total Discharges (Adults & Peds) | 344 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | NA |
| 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 | 62% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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) | Not Available |
|---|
| 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 | 19.7 |
| 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 | 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 | 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 | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| 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 | 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| 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 | Not Available |
| 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 | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $401 |
|---|---|
| Bad Debt Expense | $2,648 |
| Uncompensated Care Cost | $1,735 |
| Total Uncompensated Care | $2,804 |
| Total Salaries | $10,503 |
|---|---|
| Overhead Expenses (Non-Salary) | $14,690 |
| Depreciation Expense | $994 |
| Total Operating Costs | $24,720 |
| Inpatient Charges | $10,410 |
|---|---|
| Outpatient Charges | $36,496 |
| Total Patient Charges | $46,906 |
| 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 | $2,753 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $3,475 |
| Allowance for Doubtful Accounts | |
| Inventory | $641 |
| Prepaid Expenses | $149 |
| Other Current Assets | |
| Total Current Assets | $8,799 |
| Land Value | $492 |
|---|---|
| Land Improvements Value | $56 |
| Building Value | $11,219 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $16,703 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $7,496 |
| Long-Term Investments | $8,514 |
|---|---|
| Other Assets | |
| Total Other Assets | $8,514 |
| Total Assets | $24,808 |
| Accounts Payable | $458 |
|---|---|
| Salaries & Wages Payable | $841 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $1,299 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $1,299 |
| General Fund Balance | $23,509 |
|---|---|
| Total Fund Balances | $23,509 |
| Total Liabilities & Equity | $24,808 |
| 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 | $11,079 |
|---|---|
| Outpatient Revenue | $36,694 |
| Total Patient Revenue | $47,773 |
| Contractual Allowances & Discounts | $26,468 |
| Net Patient Revenue | $21,305 |
| Total Operating Expenses | $25,193 |
| Net Service Income | $-3,888 |
| Other Income | $3,262 |
| Total Income | $-626 |
| Other Expenses | $61 |
| Net Income | $-687 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,790 |
| Medicaid Charges | $7,323 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |