Harlan ARH Hospital, located at 81 Ball Park Road in Harlan, KY, is your trusted regional healthcare center. As a 150-bed acute care facility, we offer a comprehensive array of specialty medical services and community-based care, including behavioral health, cancer care, heart care, women's health, and rehabilitation therapy. Harlan ARH has been recognized as one of America's "100 Top Hospitals" in 1998, 2007, and 2011, and we continue to build upon our 60-year reputation. We are committed to improving the health and well-being of our community through compassionate, quality care.
| Hospital Name | Harlan ARH Hospital |
|---|---|
| Facility ID | 180050 |
| Address | 81 BALL PARK ROAD |
|---|---|
| City/Town | Harlan |
| State | KY |
| ZIP Code | 40831 |
| County/Parish | HARLAN |
| Health System | Appalachian Regional Healthcare |
|---|---|
| Health System Website Domain | arh.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 15 |
|---|---|
| Health System Total Beds | 1324 |
| Health System Hospital Locations | Kentucky and West Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Appalachian Regional Healthcare |
| Emergency Services | Yes |
Grew up in Middlesboro. Served in the military (U.S. Marine Corps) before beginning his healthcare career as an X-ray technician in Knoxville. Started working at Harlan ARH in 2005, working in various positions to become CEO of the facility. Previously served as the medical imaging director at Harlan ARH Hospital for 10 years and then moved into the role of assistant administrator at Middlesboro ARH Hospital. Managed Middlesboro's ancillary departments operations, developed annual facility operating and capital budgets and conducted facility-wide departmental operating reviews in collaboration with department directors. Completed the ARH Leadership Academy Class. Completed a master's degree in business administration from Lincoln Memorial University and a bachelor's degree in health administration from Midway College. Completed his radiology program certification at Cumberland Valley Technical & Community College. Appointed as regional chief operating officer for Cumberland Valley, overseeing Barbourville ARH, Harlan ARH and Middlesboro ARH hospitals in 2021.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 150 |
|---|
| FTE Employees on Payroll | 307.24 |
|---|---|
| FTE Interns & Residents | 7.13 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2241 |
| Inpatient Days (Title XIX) | 244 |
| Total Inpatient Days | 7306 |
| Bed Count | 56 |
| Available Bed Days | 20440 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 551 |
| Discharges (Title XIX) | 73 |
| Total Discharges | 2121 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1885 |
| Inpatient Days (Title XIX; Adults & Peds) | 176 |
| Total Inpatient Days (Adults & Peds) | 5707 |
| Bed Count (Adults & Peds) | 49 |
| Available Bed Days (Adults & Peds) | 17885 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 551 |
| Discharges (Title XIX; Adults & Peds) | 73 |
| Total Discharges (Adults & Peds) | 2121 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns |
| 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 | 57% |
|---|
| 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 | 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 | |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| 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) | 163 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 25.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 15.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.3 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| 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 | 19.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 22.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 19 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | 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 | 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 | 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) | 1.165 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.270 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.480 |
| MRSA SIR (Standardized Infection Ratio) | 1.542 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $328 |
|---|---|
| Bad Debt Expense | $3,138 |
| Uncompensated Care Cost | $1,138 |
| Total Uncompensated Care | $5,074 |
| Total Salaries | $30,509 |
|---|---|
| Overhead Expenses (Non-Salary) | $56,240 |
| Depreciation Expense | $2,007 |
| Total Operating Costs | $81,490 |
| Inpatient Charges | $110,381 |
|---|---|
| Outpatient Charges | $239,612 |
| Total Patient Charges | $349,993 |
| Core Wage Costs | $6,497 |
|---|---|
| Wage Costs (RHC/FQHC) | $997 |
| Adjusted Salaries | $30,509 |
| Contract Labor (Patient Care) | $3,720 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $79 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $51,592 |
| Allowance for Doubtful Accounts | $-46,202 |
| Inventory | $2,112 |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets | $7,761 |
| Land Value | $1,099 |
|---|---|
| Land Improvements Value | $503 |
| Building Value | $9,439 |
| Leasehold Improvements | $27,633 |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | $19,462 |
| Health IT Assets | |
| Total Fixed Assets | $13,102 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $20,863 |
| Accounts Payable | $-53,944 |
|---|---|
| Salaries & Wages Payable | $589 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $8,026 |
| Total Current Liabilities | $-45,328 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $-45,328 |
| General Fund Balance | $66,191 |
|---|---|
| Total Fund Balances | $66,191 |
| Total Liabilities & Equity | $20,863 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,102 |
| DRG (Post-Oct 1) | $3,574 |
| Outlier Payments | |
| DSH Adjustment | $306 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $3,474 |
| Total IME Payments | $283 |
| Inpatient Revenue | $81,276 |
|---|---|
| Outpatient Revenue | $268,726 |
| Total Patient Revenue | $350,003 |
| Contractual Allowances & Discounts | $280,083 |
| Net Patient Revenue | $69,920 |
| Total Operating Expenses | $86,749 |
| Net Service Income | $-16,829 |
| Other Income | $26,250 |
| Total Income | $9,421 |
| Other Expenses | |
| Net Income | $9,421 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $25,598 |
| Medicaid Charges | $126,847 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |