Ascension Saint Thomas Highlands Hospital

Ascension Saint Thomas Highlands Hospital, located in Sparta, TN, has been serving the community since 1929, providing comprehensive and personalized care for your everyday health needs. As a 60-bed facility, we offer 24/7 emergency care, advanced surgical services, rehabilitation, behavioral health services, and specialty care in cardiology and orthopedics. We are committed to delivering safe, high-quality, and evidence-based care, demonstrated by our recent Chest Pain Certification from The Joint Commission and Zero Harm Award from the Tennessee Hospital Association. At Ascension Saint Thomas Highlands, our care teams listen to understand your needs and deliver care that's right for you, close to home. We are recognized for excellence in patient safety and are a hospital that patients are most likely to recommend to their family and friends.

Identifiers

Hospital Name Ascension Saint Thomas Highlands Hospital
Facility ID 440192

Location

Address 401 SEWELL DR
City/Town Sparta
State TN
ZIP Code 38583
County/Parish WHITE

Health System

Health System Ascension
Health System Website Domain ascension.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 84
Health System Total Beds 17222
Health System Hospital Locations Florida, Illinois, Indiana, Kansas, Maryland, Michigan, Oklahoma, NA, Tennessee, Texas and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Ascension
Emergency Services Yes

Bradley Lowery

Chief Administrative Officer

Bradley Lowery has been named chief administrative officer of Ascension Saint Thomas Highlands Hospital in Sparta, Tenn. He brings extensive experience in healthcare leadership. Mr. Lowery most recently served as administrator at Atmore Community Hospital in Alabama, where he oversaw comprehensive management and administrative functions for all hospital services and clinics. Prior to this role, he was the Director of Operations at Atmore Community Hospital, leading operational improvements across physician clinics and services. His leadership was instrumental in enhancing the hospital's commitment to providing high-quality care to the local community.

S. Alan Phelps

Chief Financial Officer

S. Alan Phelps has been appointed chief financial officer at Ascension Saint Thomas River Park Hospital in McMinnville and Highlands Hospital in Sparta. With more than 25 years of leadership experience in healthcare finance and operations, Phelps brings deep expertise and a proven track record of driving financial performance, strategic planning and operational excellence. Phelps joins Ascension Saint Thomas after serving in financial leadership roles across healthcare systems including Quorum Health, LifePoint Health, HealthTrust Workforce Solutions, Capella Health and HCA Healthcare. Most recently, he served as interim CFO and remote interim controller for Quorum Health. Throughout his career, Phelps has held numerous interim and permanent CFO and controller positions. Notably, Phelps previously served as CFO and assistant market CFO for River Park and Highlands hospitals when they were part of Capella Health. Phelps holds a Bachelor of Business Administration from Georgia State University.

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 60

Staffing & Personnel

FTE Employees on Payroll 71.46
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 405
Inpatient Days (Title XIX) NA
Total Inpatient Days 1287
Bed Count 12
Available Bed Days 4380
Discharges (Title V) NA
Discharges (Title XVIII) 152
Discharges (Title XIX) NA
Total Discharges 420

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 405
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 1287
Bed Count (Adults & Peds) 12
Available Bed Days (Adults & Peds) 4380
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 152
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 420

Quality Summary

Care Quality Stengths 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.
Care Quality Concerns Hospital struggles with high infection rates

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 78%

Mortality Group Indicators

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 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
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 No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 154

Readmission Scores & Groups

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 -5.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14
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
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) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.4
Readmission Group Hospital Return Days for Heart Attack Patients Not Available
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) No Different Than the National Rate
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 No Different than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Not Available
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) N/A
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,843
Bad Debt Expense $2,183
Uncompensated Care Cost $2,237
Total Uncompensated Care $4,280

Operating Expenses ($ thousands)

Total Salaries $7,702
Overhead Expenses (Non-Salary) $16,352
Depreciation Expense $1,572
Total Operating Costs $23,376

Charges ($ thousands)

Inpatient Charges $19,071
Outpatient Charges $121,986
Total Patient Charges $141,057

Wage-Related Details ($ thousands)

Core Wage Costs $1,589
Wage Costs (RHC/FQHC)
Adjusted Salaries $7,702
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $487
Short-Term Investments
Notes Receivable
Accounts Receivable $12,716
Allowance for Doubtful Accounts $-9,549
Inventory $407
Prepaid Expenses
Other Current Assets
Total Current Assets $4,358

Balance Sheet – Fixed Assets ($ thousands)

Land Value $600
Land Improvements Value $667
Building Value $11,414
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $5,247
Minor Depreciable Equipment $118
Health IT Assets $2,790
Total Fixed Assets $9,111

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $59
Total Other Assets $59
Total Assets $13,529

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $515
Salaries & Wages Payable $427
Payroll Taxes Payable $30
Short-Term Debt
Deferred Revenue
Other Current Liabilities $159
Total Current Liabilities $3,509

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $348
Total Long-Term Liabilities $348
Total Liabilities $3,857

Balance Sheet – Equity ($ thousands)

General Fund Balance $9,671
Total Fund Balances $9,671
Total Liabilities & Equity $13,529

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $165
DRG (Post-Oct 1) $842
Outlier Payments
DSH Adjustment $33
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $20,462
Outpatient Revenue $120,602
Total Patient Revenue $141,064
Contractual Allowances & Discounts $119,573
Net Patient Revenue $21,491
Total Operating Expenses $24,054
Net Service Income $-2,564
Other Income $351
Total Income $-2,213
Other Expenses
Net Income $-2,213

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $2,405
Medicaid Charges $26,753
Net CHIP Revenue $14
CHIP Charges $175

EHR Information

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

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing NA