TGH Brooksville

TGH Brooksville, located at 17240 Cortez Blvd in Brooksville, FL, is a 120-bed acute care hospital with a rich history of serving Hernando County since 1932. As part of the Tampa General Hospital system, TGH Brooksville is committed to providing high-quality, patient-centered care. The hospital offers comprehensive services, including emergency medicine, orthopedics, cardiology, cardiac catheterization, general and vascular surgery, and outpatient therapy. TGH Brooksville is accredited as a Chest Pain Center with PCI and holds Primary Stroke Center Certification. Expect patient-centered care and advanced medical expertise at TGH Brooksville.

Identifiers

Hospital Name TGH Brooksville
Facility ID 100071

Location

Address 17240 CORTEZ BLVD
City/Town Brooksville
State FL
ZIP Code 34601
County/Parish HERNANDO

Health System

Health System Tampa General Hospital
Health System Website Domain tgh.org
Recently Joined Health System (Past 4 Years) Yes

Health System Size & Scope

Health System Total Hospitals 3
Health System Total Beds 1413
Health System Hospital Locations Florida

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details Tampa General Hospital
Emergency Services Yes

Robert Ginn, Jr.

Senior Vice President and Hospital President

Leads TGH Brooksville and TGH Spring Hill. [2, 4, 10]

John Couris

President & Chief Executive Officer

President & Chief Executive Officer of Florida Health Sciences Center / Tampa General Hospital. Listed as part of the TGH Brooksville & Spring Hill leadership team. [3, 4, 10, 15]

Steve Short

Executive Vice President and Market President

Executive Vice President and Market President of TGH North, which includes TGH Brooksville. [4, 10, 15]

Horacio Figueroa, MSN, RN, NE-BC

Vice President & Chief Nursing Officer

Serves TGH Brooksville and TGH Spring Hill. [4]

Eric Merkley

Vice President of Hospital Operations

Serves TGH Brooksville and TGH Spring Hill. [4]

Thomas Lawhorne

Vice President and Chief Financial Officer

Serves TGH Brooksville and TGH Spring Hill. [4]

Beth Sanford-Richman

Chief Quality Officer

NA

Ramesh Donepudi

Chief Of Medicine

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 244

Staffing & Personnel

FTE Employees on Payroll 555.52
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 7110
Inpatient Days (Title XIX) 1701
Total Inpatient Days 35367
Bed Count 244
Available Bed Days 89060
Discharges (Title V) NA
Discharges (Title XVIII) 1505
Discharges (Title XIX) 1137
Total Discharges 8417

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 6109
Inpatient Days (Title XIX; Adults & Peds) 471
Total Inpatient Days (Adults & Peds) 28525
Bed Count (Adults & Peds) 214
Available Bed Days (Adults & Peds) 78110
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1505
Discharges (Title XIX; Adults & Peds) 1137
Total Discharges (Adults & Peds) 8417

Quality Summary

Care Quality Stengths 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 Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported significant challenges with transitions between departments in the hospital. Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital.

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 55%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
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 Worse Than National Average
Mortality Group – Death Rate for Pneumonia Patients Worse 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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 158

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 42.6
Readmission Score Hospital Return Days for Heart Failure Patients 36
Readmission Score Hospital Return Days for Pneumonia Patients 17.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13
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 1.5
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.7
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.2
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 16.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.1
Readmission Group Hospital Return Days for Heart Attack Patients More Days Than Average per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average 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 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 No Different Than the National Rate
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 Number of Cases Too Small
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) Worse 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) 0.648
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.594
MRSA SIR (Standardized Infection Ratio) 1.279

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $8,681
Bad Debt Expense $45,570
Uncompensated Care Cost $13,451
Total Uncompensated Care $22,837

Operating Expenses ($ thousands)

Total Salaries $40,575
Overhead Expenses (Non-Salary) $88,764
Depreciation Expense $8,249
Total Operating Costs $121,501

Charges ($ thousands)

Inpatient Charges $572,876
Outpatient Charges $623,987
Total Patient Charges $1,196,864

Wage-Related Details ($ thousands)

Core Wage Costs $8,587
Wage Costs (RHC/FQHC)
Adjusted Salaries $40,453
Contract Labor (Patient Care) $8,450
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-25
Short-Term Investments
Notes Receivable
Accounts Receivable $67,435
Allowance for Doubtful Accounts $-42,257
Inventory $4,520
Prepaid Expenses $1,625
Other Current Assets $198
Total Current Assets $31,496

Balance Sheet – Fixed Assets ($ thousands)

Land Value $5,330
Land Improvements Value $327
Building Value $44,754
Leasehold Improvements $27,372
Fixed Equipment Value $1,577
Major Movable Equipment $27,498
Minor Depreciable Equipment $7,481
Health IT Assets
Total Fixed Assets $61,607

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $15,504
Total Other Assets $15,504
Total Assets $108,607

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,531
Salaries & Wages Payable $2,917
Payroll Taxes Payable $2
Short-Term Debt $1,266
Deferred Revenue
Other Current Liabilities $3,030
Total Current Liabilities $8,970

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $4,887
Unsecured Loans
Other Long-Term Liabilities $69
Total Long-Term Liabilities $4,956
Total Liabilities $13,926

Balance Sheet – Equity ($ thousands)

General Fund Balance $94,681
Total Fund Balances $94,681
Total Liabilities & Equity $108,607

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $12,102
Outlier Payments
DSH Adjustment $454
Eligible DSH % $0
Simulated MC Payments $20,356
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $572,876
Outpatient Revenue $623,987
Total Patient Revenue $1,196,864
Contractual Allowances & Discounts $1,069,569
Net Patient Revenue $127,295
Total Operating Expenses $129,339
Net Service Income $-2,044
Other Income $-2,413
Total Income $-4,457
Other Expenses
Net Income $-4,457

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $8,374
Medicaid Charges $196,840
Net CHIP Revenue $22
CHIP Charges $603

EHR Information

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

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No