Owensboro Health Twin Lakes Medical Center

Discover exceptional care at Owensboro Health Twin Lakes Medical Center, a 75-bed acute-care hospital serving over 115,000 residents in Grayson County, KY, and surrounding areas. Benefit from our on-campus and off-campus clinic locations, with access to nearly thirty primary care and specialist physicians. As a Four-Star quality hospital recognized by the Centers for Medicare and Medicaid Services and accredited by The Joint Commission, we are committed to providing high-quality, comforting care 24/7. Our Wound Healing Center has also been named a Center of Distinction. Visit us at 910 Wallace Avenue in Leitchfield.

Identifiers

Hospital Name Owensboro Health Twin Lakes Medical Center
Facility ID 180070

Location

Address 910 WALLACE AVENUE
City/Town Leitchfield
State KY
ZIP Code 42754
County/Parish GRAYSON

Health System

Health System Owensboro Health
Health System Website Domain owensborohealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 3
Health System Total Beds 620
Health System Hospital Locations Kentucky

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Owensboro Health
Emergency Services Yes

Ashley Herrington

Chief Executive Officer

Former Chief Financial Officer at Twin Lakes Regional Medical Center. Herrington's extensive experience as a healthcare executive includes service line expansion, revenue cycle improvement, electronic health record adoption, and compliance program development. She served as the CFO at Twin Lakes under Meriwether from June 2017 to October 2019. Most recently, Herrington served in financial administration at Princeton Baptist Medical Center. [2, 8]

Cathy Stewart

VP / Patient Care Services & Chief Nursing Officer

Stewart has been named Chief Nursing Officer (CNO) and vice president for Patient Care Services at Owensboro Health Twin Lakes Medical Center. [4] She brings over 28 years of nursing leadership experience to Owensboro Health Twin Lakes Medical Center and joined the Owensboro Health system in 2007. [4] Stewart holds a Master of Science in Nursing Leadership and Management from Western Governors University and a Bachelor of Science in Nursing from Indiana Wesleyan University. [4]

Deneace Clemons

VP / Operations Owensboro Health Twin Lakes Medical Center

NA

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program Yes
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 75

Staffing & Personnel

FTE Employees on Payroll 274.79
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1430
Inpatient Days (Title XIX) 82
Total Inpatient Days 4610
Bed Count 49
Available Bed Days 17885
Discharges (Title V) NA
Discharges (Title XVIII) 20
Discharges (Title XIX) 400
Total Discharges 1930

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1152
Inpatient Days (Title XIX; Adults & Peds) 61
Total Inpatient Days (Adults & Peds) 3456
Bed Count (Adults & Peds) 43
Available Bed Days (Adults & Peds) 15695
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 20
Discharges (Title XIX; Adults & Peds) 400
Total Discharges (Adults & Peds) 1930

Quality Summary

Care Quality Stengths High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 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 65%

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 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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 102

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -20.1
Readmission Score Hospital Return Days for Pneumonia Patients -20
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.9
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 19.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.4
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.1
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 Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) 1.210
CDI SIR (Standardized Infection Ratio) 0.858
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jun 01, 2022
Fiscal Year End May 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $427
Bad Debt Expense $3,957
Uncompensated Care Cost $1,360
Total Uncompensated Care $1,360

Operating Expenses ($ thousands)

Total Salaries $17,973
Overhead Expenses (Non-Salary) $29,106
Depreciation Expense $2,088
Total Operating Costs $40,067

Charges ($ thousands)

Inpatient Charges $35,956
Outpatient Charges $136,963
Total Patient Charges $172,919

Wage-Related Details ($ thousands)

Core Wage Costs $4,964
Wage Costs (RHC/FQHC) $124
Adjusted Salaries $17,973
Contract Labor (Patient Care) $703
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $985
Short-Term Investments
Notes Receivable
Accounts Receivable $6,700
Allowance for Doubtful Accounts
Inventory $2,238
Prepaid Expenses $219
Other Current Assets
Total Current Assets $51,178

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,598
Land Improvements Value
Building Value $25,654
Leasehold Improvements
Fixed Equipment Value $9,250
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $32,384

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $220
Other Assets
Total Other Assets $220
Total Assets $83,782

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,288
Salaries & Wages Payable $682
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $59,681
Total Current Liabilities $62,793

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $25
Total Long-Term Liabilities $25
Total Liabilities $62,818

Balance Sheet – Equity ($ thousands)

General Fund Balance $20,964
Total Fund Balances $20,964
Total Liabilities & Equity $83,782

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $1,824
DRG (Post-Oct 1) $1,199
Outlier Payments
DSH Adjustment $218
Eligible DSH % $0
Simulated MC Payments $2,499
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $36,691
Outpatient Revenue $136,451
Total Patient Revenue $173,141
Contractual Allowances & Discounts $117,893
Net Patient Revenue $55,248
Total Operating Expenses $47,079
Net Service Income $8,168
Other Income $4,457
Total Income $12,626
Other Expenses
Net Income $12,626

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $10,597
Medicaid Charges $52,962
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No