Catawba Valley Medical Center, located at 810 Fairgrove Church Road in Hickory, NC, is a non-profit acute care hospital with 258 beds. We offer a wide range of services provided by experienced medical specialists using state-of-the-art technology. Our goal is to ensure seamless care between your primary care provider and our hospital, allowing you to access expert medical treatment close to home. Patients rate their overall experience highly, with a score of 91 out of 100, and 92 out of 100 would recommend our facility. Catawba Valley Medical Center is proud to be part of the Catawba Valley Health System.
| Hospital Name | Catawba Valley Medical Center |
|---|---|
| Facility ID | 340143 |
| Address | 810 FAIRGROVE CHURCH RD |
|---|---|
| City/Town | Hickory |
| State | NC |
| ZIP Code | 28602 |
| County/Parish | CATAWBA |
| Health System | Independent |
|---|---|
| Health System Website Domain | catawbavalleyhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 258 |
| Health System Hospital Locations | North Carolina |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Catawba Valley Health System |
| Emergency Services | Yes |
Hired as President and Chief Executive Officer of Catawba Valley Health System effective November 14, 2022. Previously served as President of Baptist Health Hardin. Joined Baptist Health in 1990 and held executive roles including vice president of Baptist Health Lexington and administrator for Baptist Health La Grange. Holds a bachelor of science degree in healthcare administration from the University of Alabama and a master's degree in healthcare administration from the University of Alabama at Birmingham. Comes from an organization of over 2,400 employees and 500 medical staff members. Known as an influential decision-maker with strong communication and presentation skills, and an effective negotiator.
Hired as the new president of Catawba Valley Medical Group. Came from Novant Health, Inc., where she served as System Senior Vice President since 2020. Holds Bachelor and Master of Science in Nursing degrees. Held executive positions at Hartford Health Care, Yale-New Haven Hospital, New York-Presbyterian Hospital, and TeleTracking Technologies. Recognized for establishing incentive plans for physicians and nursing/non-clinical recruitment and retention strategies. Served in executive leadership roles directing physician, nursing, and support teams. Honored with “Individual Service Excellence” and “Excellence in Leadership”. Led efforts to achieve national ranking in U.S. News and World report for Cardiovascular Services and overall clinical excellence.
Promoted as a member of the executive team in January [prior to August 2022].
Assumed the role of Assistant Vice President of Nursing as a member of the executive team in January [prior to August 2022].
Assumed the role of Assistant Vice President of Nursing as a member of the executive team in January [prior to August 2022].
Named Assistant Vice President of Clinical Support as a member of the executive team in January [prior to August 2022]. Oversees CVMC Emergency and Cardiology Services.
Appointed Assistant Vice President of Operations as a member of the executive team in January [prior to August 2022].
Served as Chief Development Officer since 2010. Served as Vice President of Development Community Services from 2003-2010. Has a B.A. in History from the University of North Carolina, Chapel Hill, and a Masters in Business Administration and a Masters in Health Administration from Pfeiffer University. Fellow of the American College of Healthcare Executives (FACHE) and a Certified Fundraising Executive (CFRE). Involved in community service, including terms as President of Hickory Rotary Club, Assistant District Governor for Rotary International, President of Hickory High School Athletic Boosters, President of the Hickory Public School's Education Foundation, Vice-Chairman of Catawba Valley Health Partners, board member of GHCCM's NETworXCatawba initiative and a youth basketball coach. Honored as “Volunteer of the Year” at Hickory High School in 2017. Married to Veronica Guarino, with three adult children: Nick, Carrie, and Jess.
Named Assistant Chief Medical Officer. Currently serves as a leader within CVMC’s Hospitalist Group. Will continue leading the hospitalists and work closely with the Chief Medical Officer on administrative tasks and developing strategy for the hospital, especially with inpatient services. Received medical training at Edward Via Virginia College of Osteopathic Medicine and completed an internship at St. Petersburg General Hospital. Completed residency programs at Mayo Medical Hospital and CMC Blue Ridge.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 258 |
|---|
| FTE Employees on Payroll | 1358.59 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 9602 |
| Inpatient Days (Title XIX) | 1853 |
| Total Inpatient Days | 42503 |
| Bed Count | 200 |
| Available Bed Days | 73000 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1911 |
| Discharges (Title XIX) | 514 |
| Total Discharges | 9448 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7407 |
| Inpatient Days (Title XIX; Adults & Peds) | 1349 |
| Total Inpatient Days (Adults & Peds) | 28751 |
| Bed Count (Adults & Peds) | 169 |
| Available Bed Days (Adults & Peds) | 61685 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1911 |
| Discharges (Title XIX; Adults & Peds) | 514 |
| Total Discharges (Adults & Peds) | 9448 |
| Care Quality Stengths | High overall patient satisfaction. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 74% |
|---|
| 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 | |
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 228 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 4.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -37.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -23.3 |
| 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 | 9.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average 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 | 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 | Better 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 | 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) | 0.861 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.657 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.073 |
| MRSA SIR (Standardized Infection Ratio) | 0.971 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $15,669 |
|---|---|
| Bad Debt Expense | $29,073 |
| Uncompensated Care Cost | $21,854 |
| Total Uncompensated Care | $22,414 |
| Total Salaries | $118,610 |
|---|---|
| Overhead Expenses (Non-Salary) | $216,423 |
| Depreciation Expense | $14,867 |
| Total Operating Costs | $287,858 |
| Inpatient Charges | $454,777 |
|---|---|
| Outpatient Charges | $909,898 |
| Total Patient Charges | $1,364,675 |
| Core Wage Costs | $31,362 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $118,610 |
| Contract Labor (Patient Care) | $16,803 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $187,509 |
|---|---|
| Short-Term Investments | $10,000 |
| Notes Receivable | |
| Accounts Receivable | $243,108 |
| Allowance for Doubtful Accounts | $-232,585 |
| Inventory | $7,463 |
| Prepaid Expenses | $4,370 |
| Other Current Assets | $46,467 |
| Total Current Assets | $317,506 |
| Land Value | $6,776 |
|---|---|
| Land Improvements Value | $6,702 |
| Building Value | $236,226 |
| Leasehold Improvements | $4,022 |
| Fixed Equipment Value | |
| Major Movable Equipment | $142,731 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $136,182 |
| Long-Term Investments | $24,520 |
|---|---|
| Other Assets | $24,050 |
| Total Other Assets | $48,570 |
| Total Assets | $502,258 |
| Accounts Payable | $91,372 |
|---|---|
| Salaries & Wages Payable | $9,090 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $39,230 |
| Total Current Liabilities | $139,692 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $76,235 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $76,235 |
| Total Liabilities | $215,927 |
| General Fund Balance | $286,332 |
|---|---|
| Total Fund Balances | $286,332 |
| Total Liabilities & Equity | $502,258 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,330 |
| DRG (Post-Oct 1) | $15,821 |
| Outlier Payments | |
| DSH Adjustment | $744 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $26,037 |
| Total IME Payments |
| Inpatient Revenue | $484,243 |
|---|---|
| Outpatient Revenue | $972,597 |
| Total Patient Revenue | $1,456,840 |
| Contractual Allowances & Discounts | $1,004,905 |
| Net Patient Revenue | $451,934 |
| Total Operating Expenses | $425,260 |
| Net Service Income | $26,675 |
| Other Income | $7,726 |
| Total Income | $34,401 |
| Other Expenses | |
| Net Income | $34,401 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $46,623 |
| Medicaid Charges | $169,884 |
| Net CHIP Revenue | $35 |
| CHIP Charges | $197 |
| EHR | MEDITECH C/S |
|---|---|
| EHR Version | C/S |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |