MUSC Health Columbia Medical Center Downtown

MUSC Health Columbia Medical Center Downtown, located in the heart of Columbia, SC, is a 332-bed hospital with a longstanding reputation for compassionate care and outstanding clinical services. Founded in 1938, we offer a wide range of medical services, including emergency care and award-winning heart and vascular care. Our new hybrid operating room and cardiac intensive care unit provide cutting-edge technology for complex cardiovascular and thoracic procedures. We are dedicated to delivering innovative, patient-centered care to the Midlands community. With 24/7 emergency services and a commitment to providing timely, quality care, trust MUSC Health for your healthcare needs.

Identifiers

Hospital Name MUSC Health Columbia Medical Center Downtown
Facility ID 420026

Location

Address 2435 FOREST DRIVE
City/Town Columbia
State SC
ZIP Code 29204
County/Parish RICHLAND

Health System

Health System MUSC Health
Health System Website Domain muschealth.org
Recently Joined Health System (Past 4 Years) Yes

Health System Size & Scope

Health System Total Hospitals 8
Health System Total Beds 1855
Health System Hospital Locations South Carolina

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Medical University of South Carolina Hospital Authority
Emergency Services Yes

Matthew Littlejohn

Chief Executive Officer, MUSC Health Midlands Division

MHA, FACHE. Comes to MUSC Health from Community Health Systems in North Carolina where he served as Network CEO. A native of Columbia, Littlejohn brings with him a strong record of operational success, excellent relational skills and a passion for building highly effective care teams in community hospital settings. Attended the University of South Carolina as an undergraduate and received a master's degree in Health Administration from MUSC.

Bill Phillips

Chief Medical Officer, MUSC Health Columbia medical centers Downtown and Northeast

M.D.

Matthew Medley

Chief Operating Officer

MHA, FACHE.

Holt Smith

Chief Financial Officer

NA

Stacy Collier

Chief Quality Officer

DNP, RN, NEA-BC, CENP, CPHQ, CPPS.

Tallulah Holmstrom

Chief Patient Safety Officer

M.D., MBA, CPPS.

Lance Coleman

Chief Nursing Officer

MSN, MBA, R.N.

James Phillips, III

Chief Medical Informatics Officer

M.D.

Residency Programs

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

Capacity & Services

Licensed Beds 258

Staffing & Personnel

FTE Employees on Payroll 819.22
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 10404
Inpatient Days (Title XIX) 2399
Total Inpatient Days 33378
Bed Count 332
Available Bed Days 121180
Discharges (Title V) NA
Discharges (Title XVIII) 2496
Discharges (Title XIX) 150
Total Discharges 8048

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 7017
Inpatient Days (Title XIX; Adults & Peds) 2217
Total Inpatient Days (Adults & Peds) 21965
Bed Count (Adults & Peds) 273
Available Bed Days (Adults & Peds) 99645
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2496
Discharges (Title XIX; Adults & Peds) 150
Total Discharges (Adults & Peds) 8048

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like heart failure 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 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 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 Worse 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 No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 138

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -6.2
Readmission Score Hospital Return Days for Heart Failure Patients -21
Readmission Score Hospital Return Days for Pneumonia Patients 13.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.1
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 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.1
Readmission Score Rate of Readmission for CABG 10.1
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 16.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Fewer Days Than Average 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 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 No Different 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 No Different Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.649
CAUTI SIR (Standardized Infection Ratio) 0.382
SSI SIR (Standardized Infection Ratio) 0.250
CDI SIR (Standardized Infection Ratio) 0.085
MRSA SIR (Standardized Infection Ratio) 1.843

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $6,901
Bad Debt Expense $27,414
Uncompensated Care Cost $13,567
Total Uncompensated Care $15,803

Operating Expenses ($ thousands)

Total Salaries $84,790
Overhead Expenses (Non-Salary) $172,023
Depreciation Expense $1,972
Total Operating Costs $258,538

Charges ($ thousands)

Inpatient Charges $502,932
Outpatient Charges $560,347
Total Patient Charges $1,063,279

Wage-Related Details ($ thousands)

Core Wage Costs $22,995
Wage Costs (RHC/FQHC)
Adjusted Salaries $83,400
Contract Labor (Patient Care) $10,520
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $1,416
Short-Term Investments
Notes Receivable
Accounts Receivable $142,173
Allowance for Doubtful Accounts $-101,303
Inventory
Prepaid Expenses
Other Current Assets $13,051
Total Current Assets $55,376

Balance Sheet – Fixed Assets ($ thousands)

Land Value $12,181
Land Improvements Value $482
Building Value $34,401
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $24,715
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $63,963

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $2,516,917
Other Assets $52,786
Total Other Assets $2,569,703
Total Assets $2,689,042

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $14,163
Salaries & Wages Payable $20,025
Payroll Taxes Payable
Short-Term Debt $421
Deferred Revenue
Other Current Liabilities $12,802
Total Current Liabilities $47,411

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $2,734,979
Total Long-Term Liabilities $2,734,979
Total Liabilities $2,782,391

Balance Sheet – Equity ($ thousands)

General Fund Balance $-45,578
Total Fund Balances $-45,578
Total Liabilities & Equity $2,736,813

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $7,030
DRG (Post-Oct 1) $24,586
Outlier Payments
DSH Adjustment $307
Eligible DSH % $0
Simulated MC Payments $24,418
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $502,932
Outpatient Revenue $560,364
Total Patient Revenue $1,063,295
Contractual Allowances & Discounts $858,288
Net Patient Revenue $205,007
Total Operating Expenses $256,812
Net Service Income $-51,806
Other Income $4,035
Total Income $-47,771
Other Expenses
Net Income $-47,771

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $10,947
Medicaid Charges $80,650
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