Cone Health Alamance Regional Medical Center

Cone Health Alamance Regional Medical Center, located at 1240 Huffman Mill Rd, Burlington, NC, is a not-for-profit community hospital dedicated to improving the health of Alamance County and surrounding areas. As part of the Cone Health network, this 238-bed facility offers a wide range of high-quality clinical, educational, and wellness services, including emergency services, heart and vascular care, cancer care, and women's and children's services. With a focus on providing excellent and cost-effective care, Alamance Regional strives to create a safe and friendly environment for patients, physicians, and the community. They are committed to delivering the very best in emergency care in a professional and compassionate setting.

Identifiers

Hospital Name Cone Health Alamance Regional Medical Center
Facility ID 340070

Location

Address 1240 HUFFMAN MILL RD
City/Town Burlington
State NC
ZIP Code 27216
County/Parish ALAMANCE

Health System

Health System Cone Health
Health System Website Domain conehealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 2
Health System Total Beds 1360
Health System Hospital Locations North Carolina

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Risant Health
Emergency Services Yes

Chad Boore

President, Alamance Regional Medical Center and Annie Penn Hospital

Chad Boore has joined Cone Health as the president, Alamance Regional Medical Center and Annie Penn Hospital. In this role, Boore will oversee the strategic growth and operational effectiveness of the two hospitals. Boore brings more than 20 years of senior leadership experience to the role, including positions in non-profit, for-profit and academic leadership. Most recently, he served as the market chief operating officer for MercyOne North Iowa Medical Center. Earlier in his career, Boore was the eastern region chief executive officer for OSF HealthCare in Peoria, Ill., and president of OSF St. Joseph Medical Center. He earned a Master of Business Administration with an emphasis in health care administration from the University of New Orleans as well as a bachelor's degree from Truman State University. He will also lead the development of programs and services tailored to the needs of the Burlington and Reidsville communities and forge partnerships with other leaders across the system. [4, 7]

LaVern Delaney

Chief Nursing Officer and Vice President, Patient Care Services, Alamance Regional Medical Center

LaVern Delaney serves as the Chief Nursing Officer and Vice President, Patient Care Services, Alamance Regional Medical Center.

Fredrick Gainey

Vice President, Operations for Alamance Regional Medical Center

NA

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 238

Staffing & Personnel

FTE Employees on Payroll 1306.29
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 9309
Inpatient Days (Title XIX) 2174
Total Inpatient Days 48852
Bed Count 176
Available Bed Days 64240
Discharges (Title V) NA
Discharges (Title XVIII) 1937
Discharges (Title XIX) 466
Total Discharges 10095

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 8692
Inpatient Days (Title XIX; Adults & Peds) 1669
Total Inpatient Days (Adults & Peds) 41488
Bed Count (Adults & Peds) 144
Available Bed Days (Adults & Peds) 52560
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1937
Discharges (Title XIX; Adults & Peds) 466
Total Discharges (Adults & Peds) 10095

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital.

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 58%

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
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 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) 202

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -11.3
Readmission Score Hospital Return Days for Heart Failure Patients 33.5
Readmission Score Hospital Return Days for Pneumonia Patients 3.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.3
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 13.4
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.9
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.9
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More 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 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 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) 0.352
CAUTI SIR (Standardized Infection Ratio) 0.767
SSI SIR (Standardized Infection Ratio) 1.302
CDI SIR (Standardized Infection Ratio) 0.096
MRSA SIR (Standardized Infection Ratio) 0.172

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $11,709
Bad Debt Expense $32,568
Uncompensated Care Cost $21,043
Total Uncompensated Care $21,065

Operating Expenses ($ thousands)

Total Salaries $94,810
Overhead Expenses (Non-Salary) $177,668
Depreciation Expense $18,168
Total Operating Costs $276,086

Charges ($ thousands)

Inpatient Charges $369,695
Outpatient Charges $599,229
Total Patient Charges $968,923

Wage-Related Details ($ thousands)

Core Wage Costs $20,197
Wage Costs (RHC/FQHC)
Adjusted Salaries $94,810
Contract Labor (Patient Care) $30,205
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $5
Short-Term Investments
Notes Receivable
Accounts Receivable $5,913
Allowance for Doubtful Accounts $-1,784
Inventory $6,815
Prepaid Expenses $2
Other Current Assets
Total Current Assets $396,647

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $33,988
Building Value $291,686
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $88,656
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $268,871

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $155
Other Assets $6,551
Total Other Assets $6,706
Total Assets $672,224

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,878
Salaries & Wages Payable $28,170
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $2,138
Total Current Liabilities $33,186

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $5,275
Total Long-Term Liabilities $5,275
Total Liabilities $38,460

Balance Sheet – Equity ($ thousands)

General Fund Balance $633,764
Total Fund Balances $633,764
Total Liabilities & Equity $672,224

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $19,385
Outlier Payments
DSH Adjustment $450
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $378,798
Outpatient Revenue $613,984
Total Patient Revenue $992,782
Contractual Allowances & Discounts $706,553
Net Patient Revenue $286,229
Total Operating Expenses $272,478
Net Service Income $13,751
Other Income $10,626
Total Income $24,377
Other Expenses $423
Net Income $23,954

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $29,568
Medicaid Charges $110,098
Net CHIP Revenue $115
CHIP Charges $477

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