Prisma Health Laurens County Hospital, located in Clinton, SC, is dedicated to providing exceptional healthcare services to Laurens County and surrounding communities. As part of the largest healthcare system in South Carolina, our 76-bed hospital offers a wide range of services, including women's health, cardiac care, general surgery, and comprehensive primary care. We're committed to helping you be your healthiest you with convenient access to high-quality care close to home. Since 1989, we have delivered compassionate care with hometown professionalism, offering both inpatient and outpatient services, including a 24/7 emergency department.
| Hospital Name | Prisma Health Laurens County Hospital |
|---|---|
| Facility ID | 420038 |
| Address | 22725 HIGHWAY 76 EAST |
|---|---|
| City/Town | Clinton |
| State | SC |
| ZIP Code | 29325 |
| County/Parish | LAURENS |
| Health System | Prisma Health |
|---|---|
| Health System Website Domain | prismahealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 12 |
|---|---|
| Health System Total Beds | 3060 |
| Health System Hospital Locations | South Carolina and Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Prisma Health |
| Emergency Services | Yes |
Justin Benfield is the Chief Executive Officer of Laurens County Hospital and Hillcrest Hospital at Prisma Health. [2, 4] He is also the lead executive for Prisma Health's Heart and Vascular Service Line. [7] Before becoming CEO, he served for seven years as Operations Director for Greenville Health System's medical group, where he was also the administrative leader for the group's Clinical Operations Committee. [7] Prior to that, he was the Director of UMG Operations at Greenville Health System-University Medical Group from 2010 to 2017, Administrator at Carolina Cardiology Consultants from 2005 to 2010, and Director of Invasive Cardiology at Bon Securs St. Francis Health System from 2000 to 2004. [2, 4] He began his career as a Registered Cardiovascular Invasive Specialist at University Hospital from 1995 to 2000. [2, 4] Benfield holds an MBA from Southern Wesleyan University, specializing in Health/Health Care Administration/Management, a bachelor's degree in healthcare management from Southern Illinois University–Carbondale, and an associate's degree with an emphasis in cardiovascular technology from Georgia Heart Institute School of Cardiovascular Technology. [2, 4, 7]
Dr. Amber Laney is the Chief Physician Executive & Emergency Medicine Physician at Laurens County Hospital – Prisma Health. She is also listed as a member of the Laurens County Chamber of Commerce Board of Directors. [8]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 76 |
|---|
| FTE Employees on Payroll | 382.76 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3766 |
| Inpatient Days (Title XIX) | 680 |
| Total Inpatient Days | 12609 |
| Bed Count | 41 |
| Available Bed Days | 14965 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 893 |
| Discharges (Title XIX) | 155 |
| Total Discharges | 3172 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3248 |
| Inpatient Days (Title XIX; Adults & Peds) | 506 |
| Total Inpatient Days (Adults & Peds) | 10339 |
| Bed Count (Adults & Peds) | 33 |
| Available Bed Days (Adults & Peds) | 12045 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 893 |
| Discharges (Title XIX; Adults & Peds) | 155 |
| Total Discharges (Adults & Peds) | 3172 |
| 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% |
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| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 162 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -16 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 3.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.5 |
| 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 | Not Available |
| 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 | 19.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| 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 | 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 | Number of cases too small |
| 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.363 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.590 |
| MRSA SIR (Standardized Infection Ratio) | 0.648 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $6,566 |
|---|---|
| Bad Debt Expense | $14,374 |
| Uncompensated Care Cost | $10,935 |
| Total Uncompensated Care | $10,935 |
| Total Salaries | $38,815 |
|---|---|
| Overhead Expenses (Non-Salary) | $55,485 |
| Depreciation Expense | $3,372 |
| Total Operating Costs | $102,939 |
| Inpatient Charges | $116,609 |
|---|---|
| Outpatient Charges | $223,377 |
| Total Patient Charges | $339,985 |
| Core Wage Costs | $5,271 |
|---|---|
| Wage Costs (RHC/FQHC) | $3,396 |
| Adjusted Salaries | $38,815 |
| Contract Labor (Patient Care) | $9,868 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-36,856 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $15,446 |
| Allowance for Doubtful Accounts | |
| Inventory | $1,503 |
| Prepaid Expenses | |
| Other Current Assets | $-23 |
| Total Current Assets | $99,694 |
| Land Value | $586 |
|---|---|
| Land Improvements Value | $1,968 |
| Building Value | $43,935 |
| Leasehold Improvements | |
| Fixed Equipment Value | $12,161 |
| Major Movable Equipment | $16,316 |
| Minor Depreciable Equipment | $5,754 |
| Health IT Assets | |
| Total Fixed Assets | $34,167 |
| Long-Term Investments | |
|---|---|
| Other Assets | $-50,522 |
| Total Other Assets | $-50,522 |
| Total Assets | $83,340 |
| Accounts Payable | $1,346 |
|---|---|
| Salaries & Wages Payable | $2,095 |
| Payroll Taxes Payable | $932 |
| Short-Term Debt | $660 |
| Deferred Revenue | |
| Other Current Liabilities | $925 |
| Total Current Liabilities | $5,524 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $685 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $685 |
| Total Liabilities | $6,209 |
| General Fund Balance | $77,130 |
|---|---|
| Total Fund Balances | $77,130 |
| Total Liabilities & Equity | $83,340 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $6,914 |
| Outlier Payments | |
| DSH Adjustment | $156 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $116,607 |
|---|---|
| Outpatient Revenue | $223,379 |
| Total Patient Revenue | $339,985 |
| Contractual Allowances & Discounts | $230,619 |
| Net Patient Revenue | $109,367 |
| Total Operating Expenses | $94,555 |
| Net Service Income | $14,811 |
| Other Income | $9,056 |
| Total Income | $23,867 |
| Other Expenses | $16,333 |
| Net Income | $7,534 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,040 |
| Medicaid Charges | $60,406 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |