Welcome to Moses H. Cone Memorial Hospital, Cone Health's flagship medical center located in Greensboro, NC. As the largest and most comprehensive hospital in the region, our 63-acre campus at 1200 N Elm St offers exceptional, compassionate care with a 628-bed teaching hospital and referral center. We are a Level II Trauma Center and a Primary Stroke Center, with specialized services including our Heart and Vascular Center and Women's & Children's Center. Since 1953, we have been dedicated to serving our community with high-quality healthcare, a mission we continue to honor today.
| Hospital Name | Moses H. Cone Memorial Hospital |
|---|---|
| Facility ID | 340091 |
| Address | 1200 N ELM ST |
|---|---|
| City/Town | Greensboro |
| State | NC |
| ZIP Code | 27401 |
| County/Parish | GUILFORD |
| Health System | Cone Health |
|---|---|
| Health System Website Domain | conehealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 1360 |
| Health System Hospital Locations | North Carolina |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Cone Health |
| Emergency Services | Yes |
Preston Hammock has been named president of The Moses H. Cone Memorial Hospital. He is also a senior vice president of Cone Health. Hammock was named interim president of the hospital in May 2019. Hammock joined Alamance Regional Medical Center in Burlington in 2006 and worked in various roles, eventually becoming hospital president in 2013. During his six years as president, he led expansion efforts and initiatives resulting in higher quality of care. Hammock holds a master's degree in health care administration from the University of North Carolina at Chapel Hill and a bachelor's degree in biology from Duke University. He is a fellow in the American College of Healthcare Executives and a recipient of their 2013 Regent Award. Hammock completed the Health Management Academy GE Fellow's Program in 2019. He serves on the President's Advisory Council at Elon University and is a board member for the South Atlantic Healthcare Alliance.
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Jay Wyatt is a Medical Dir:Trauma Services at Cone Health System and Chief Medical Officer at Moses H Cone Memorial Hospital/The. He has worked as Assistant Director of trauma at San Jose Medical Group. Jay works or has worked as BOARD MEMBER at Save a Life North Carolina, BOARD MEMBER at Medical Explorers for High School, and FELLOW at American College of Surgery. He attended Stanford School of Medicine between 1980 and 1985 and Harvard University between 1976 and 1980.
Mary Jo Cagle is listed as the Chief Executive Officer of The Moses H Cone Memorial Hospital according to Zippia. She is also identified as the President and Chief Executive Officer of the broader Cone Health system.
John Miller works or has worked as MEMBER at Healthcare Financial Management Association (HFMA). John studied at University of Virginia.
Martin Portillo works or has worked at Bon Secours Mercy Health Inc and works or has worked as MEMBER at American College of Healthcare Executives. Martin attended Rutgers - New Jersey Medical School.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 1122 |
|---|
| FTE Employees on Payroll | 5743.85 |
|---|---|
| FTE Interns & Residents | 56.35 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 34661 |
| Inpatient Days (Title XIX) | 12489 |
| Total Inpatient Days | 212096 |
| Bed Count | 779 |
| Available Bed Days | 284335 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 6655 |
| Discharges (Title XIX) | 2188 |
| Total Discharges | 40018 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 30615 |
| Inpatient Days (Title XIX; Adults & Peds) | 10440 |
| Total Inpatient Days (Adults & Peds) | 161359 |
| Bed Count (Adults & Peds) | 643 |
| Available Bed Days (Adults & Peds) | 234695 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 6655 |
| Discharges (Title XIX; Adults & Peds) | 2188 |
| Total Discharges (Adults & Peds) | 40018 |
| Care Quality Stengths | High overall patient satisfaction. 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 is average for patient mortality except being low in 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% |
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| 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 | 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 226 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -6.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -12.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -15.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 7.1 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12 |
| Readmission Score Rate of Readmission for CABG | 10.3 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.2 |
| 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 | 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 | 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 | Better 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 | Better Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.660 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.701 |
| SSI SIR (Standardized Infection Ratio) | 1.124 |
| CDI SIR (Standardized Infection Ratio) | 0.073 |
| MRSA SIR (Standardized Infection Ratio) | 0.498 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $48,285 |
|---|---|
| Bad Debt Expense | $120,458 |
| Uncompensated Care Cost | $87,560 |
| Total Uncompensated Care | $87,656 |
| Total Salaries | $493,775 |
|---|---|
| Overhead Expenses (Non-Salary) | $791,320 |
| Depreciation Expense | $81,396 |
| Total Operating Costs | $1,231,853 |
| Inpatient Charges | $1,766,828 |
|---|---|
| Outpatient Charges | $2,017,929 |
| Total Patient Charges | $3,784,757 |
| Core Wage Costs | $96,613 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $493,775 |
| Contract Labor (Patient Care) | $79,108 |
| Wage Costs (Part A Teaching) | $250 |
| Wage Costs (Interns & Residents) | $881 |
| Cash & Bank Balances | $-12,542 |
|---|---|
| Short-Term Investments | $32,399 |
| Notes Receivable | |
| Accounts Receivable | $548,261 |
| Allowance for Doubtful Accounts | $-325,003 |
| Inventory | $40,923 |
| Prepaid Expenses | $33,017 |
| Other Current Assets | |
| Total Current Assets | $1,202,579 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | |
| Fixed Equipment Value | $7,398 |
| Major Movable Equipment | $488,434 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $124,333 |
| Long-Term Investments | $50,875 |
|---|---|
| Other Assets | $75,729 |
| Total Other Assets | $126,604 |
| Total Assets | $1,453,516 |
| Accounts Payable | $56,638 |
|---|---|
| Salaries & Wages Payable | $8,383 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $35,026 |
| Total Current Liabilities | $100,047 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $80,593 |
| Total Long-Term Liabilities | $80,593 |
| Total Liabilities | $180,640 |
| General Fund Balance | $1,272,876 |
|---|---|
| Total Fund Balances | $1,272,876 |
| Total Liabilities & Equity | $1,453,516 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $76,560 |
| Outlier Payments | |
| DSH Adjustment | $2,716 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $146,895 |
| Total IME Payments | $2,720 |
| Inpatient Revenue | $1,887,962 |
|---|---|
| Outpatient Revenue | $2,159,004 |
| Total Patient Revenue | $4,046,966 |
| Contractual Allowances & Discounts | $2,814,790 |
| Net Patient Revenue | $1,232,175 |
| Total Operating Expenses | $1,285,095 |
| Net Service Income | $-52,920 |
| Other Income | $30,603 |
| Total Income | $-22,317 |
| Other Expenses | |
| Net Income | $-22,317 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $150,247 |
| Medicaid Charges | $510,899 |
| Net CHIP Revenue | $960 |
| CHIP Charges | $3,246 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |