Southeast Georgia Health System Camden Campus, located in St. Marys, GA, provides comprehensive, patient-centered care with a focus on comfort and advanced medical technology. Our 40-bed acute care hospital features a 24-hour Emergency Care Center, Intensive Care Unit, private medical-surgical rooms, a Cancer Care Center, and a dedicated Maternity Care Center. We offer a range of services, including orthopedic and joint replacement surgery, as well as outpatient rehabilitation. Recognized for excellence, our Camden Campus is committed to providing high-quality health care to our community.
| Hospital Name | Southeast Georgia Health System Camden Campus |
|---|---|
| Facility ID | 110146 |
| Address | 2000 DAN PROCTOR DRIVE |
|---|---|
| City/Town | Saint Marys |
| State | GA |
| ZIP Code | 31558 |
| County/Parish | CAMDEN |
| Health System | Southeast Georgia Health System |
|---|---|
| Health System Website Domain | sghs.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 340 |
| Health System Hospital Locations | Georgia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Southeast Georgia Health System |
| Emergency Services | Yes |
Glenn Gann, RN, MSN, Vice President and Administrator, Camden Campus, is administratively responsible for Southeast Georgia Health System's Camden Campus. In addition, he provides oversight for the Strategic Planning and Business Development function for the Health System and for the Brunswick Campus Emergency Care Center. Mr. Gann joined the Health System in January 2017. [9] He was formerly Director, Patient Care Services, Brunswick Campus Emergency Care Center, where he focused on service, patient experience, improved throughput and staff retention and worked with Facilities and construction teams on the renovation and expansion of the Emergency Care Center. [9] Mr. Gann is active in promoting community health and wellness, especially for underserved populations. [9] He is a graduate of Leadership Glynn and has worked with law enforcement, first responders, and community organizations like the Southern Regional Community Collaborative (RCC), Glynn County Homeless Coalition, Family Connections, Project Hope, and Coastal Georgia Area Community Action Authority. [9] In 2018, he was honored as Partner Champion by the Southern Regional Community Collaborative for his role in creating a free online website listing mental health resources. [9] He has also been quoted regarding updates and surgical care at the Camden Campus. [10] He expressed gratitude to physicians and team members for the Camden Campus receiving an "A" Hospital Safety Grade. [15]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 40 |
|---|
| FTE Employees on Payroll | 259.98 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 968 |
| Inpatient Days (Title XIX) | 500 |
| Total Inpatient Days | 6261 |
| Bed Count | 40 |
| Available Bed Days | 14600 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 269 |
| Discharges (Title XIX) | 166 |
| Total Discharges | 1768 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 928 |
| Inpatient Days (Title XIX; Adults & Peds) | 378 |
| Total Inpatient Days (Adults & Peds) | 4645 |
| Bed Count (Adults & Peds) | 35 |
| Available Bed Days (Adults & Peds) | 12775 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 269 |
| Discharges (Title XIX; Adults & Peds) | 166 |
| Total Discharges (Adults & Peds) | 1768 |
| 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. |
|---|---|
| Care Quality Concerns | Hospital struggles with high infection rates |
| 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 | 62% |
|---|
| 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 | 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 | 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 | |
| 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) | 179 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -12 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -28.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.3 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| 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 | 19.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.8 |
| 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 | Number of Cases Too Small |
| 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) | 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.000 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | May 01, 2022 |
|---|---|
| Fiscal Year End | Apr 30, 2023 |
| Charity Care Cost | $1,772 |
|---|---|
| Bad Debt Expense | $13,663 |
| Uncompensated Care Cost | $6,001 |
| Total Uncompensated Care | $6,047 |
| Total Salaries | $19,206 |
|---|---|
| Overhead Expenses (Non-Salary) | $41,409 |
| Depreciation Expense | $3,105 |
| Total Operating Costs | $51,999 |
| Inpatient Charges | $38,863 |
|---|---|
| Outpatient Charges | $129,453 |
| Total Patient Charges | $168,316 |
| Core Wage Costs | $4,877 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $19,206 |
| Contract Labor (Patient Care) | $3,511 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-277 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $31,492 |
| Allowance for Doubtful Accounts | $-23,625 |
| Inventory | $2,590 |
| Prepaid Expenses | $295 |
| Other Current Assets | |
| Total Current Assets | $11,406 |
| Land Value | $770 |
|---|---|
| Land Improvements Value | $361 |
| Building Value | $45,397 |
| Leasehold Improvements | $235 |
| Fixed Equipment Value | $1,364 |
| Major Movable Equipment | $17,753 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $31,257 |
| Long-Term Investments | |
|---|---|
| Other Assets | $58 |
| Total Other Assets | $28,714 |
| Total Assets | $71,377 |
| Accounts Payable | $2,669 |
|---|---|
| Salaries & Wages Payable | $869 |
| Payroll Taxes Payable | $177 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $4,455 |
| Total Current Liabilities | $4,325 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $21,437 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $89 |
| Total Long-Term Liabilities | $21,526 |
| Total Liabilities | $25,851 |
| General Fund Balance | $45,526 |
|---|---|
| Total Fund Balances | $45,526 |
| Total Liabilities & Equity | $71,377 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $876 |
| DRG (Post-Oct 1) | $1,077 |
| Outlier Payments | |
| DSH Adjustment | $59 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $39,204 |
|---|---|
| Outpatient Revenue | $130,562 |
| Total Patient Revenue | $169,766 |
| Contractual Allowances & Discounts | $114,836 |
| Net Patient Revenue | $54,930 |
| Total Operating Expenses | $60,614 |
| Net Service Income | $-5,684 |
| Other Income | $1,868 |
| Total Income | $-3,816 |
| Other Expenses | |
| Net Income | $-3,816 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,606 |
| Medicaid Charges | $20,261 |
| Net CHIP Revenue | $98 |
| CHIP Charges | $466 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |