McLeod Health Clarendon, located in Manning, SC, is dedicated to providing exceptional healthcare services to Clarendon County and the surrounding communities. As part of the McLeod Health network, our patients benefit from direct access to specialized services, advanced technology, and a comprehensive physician network. McLeod Health Clarendon features 81 acute-care beds, a 24-hour emergency department, and a same-day surgery center. We are committed to building lasting relationships with our patients while offering a welcoming and functional environment for healing and wellness. McLeod Health Clarendon has also earned an "A" grade for safety from The Leapfrog Group.
| Hospital Name | McLeod Health Clarendon |
|---|---|
| Facility ID | 420109 |
| Address | 10 EAST HOSPITAL STREET |
|---|---|
| City/Town | Manning |
| State | SC |
| ZIP Code | 29102 |
| County/Parish | CLARENDON |
| Health System | McLeod Health |
|---|---|
| Health System Website Domain | mcleodhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 5 |
|---|---|
| Health System Total Beds | 767 |
| Health System Hospital Locations | South Carolina |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | McLeod Health |
| Emergency Services | Yes |
Rachel Gainey has worked her way through the ranks of the McLeod Health System. She was named administrator and vice-president of McLeod Health Clarendon starting in August 2017. [2, 8] She began her time with McLeod Health as a teen volunteer and officially joined the team in 2003 as a graduate administrative resident while completing her Master of Health Administration at the Medical University of South Carolina. [2, 8] She has worked extensively in operations and strategic planning, as well as growth and development. [2, 8] She served as a member of the administrative leadership team at McLeod Health Dillon for over a decade, with oversight of both strategic and clinical operations. [2, 8] Most recently, she served as the Associate Vice President of Ancillary Patient Services. [2, 8] Gainey is a recipient of the McLeod Health Merit Award and has achieved Green and Bronze Lean certifications. [2] She has experience in communications, community health, and as a physician liaison. [8] She is also listed as CEO, McLeod Clarendon and VP of McLeod Health as of a November 2023 article. [6] As of April 2025, she is still referred to as CEO of McLeod Health Clarendon. [5] As of January 2025, she is quoted as McLeod Health Clarendon CEO regarding an award. [11]
Appointed to this position effective October 1, 2021. [7] In this expanded role, she is responsible for enhancing relationships and communications with medical staff and engaging and problem-solving with physicians at McLeod Health Cheraw, McLeod Health Clarendon, and McLeod Health Dillon. [7] She will prioritize and is committed to excellence in physician education, peer review, and quality assurance systems at each of these facilities. [7] Dr. Rabon joined the medical staff of McLeod Health in 2016, serving as Chief Medical Officer and Hospitalist Medical Director for McLeod Health Clarendon. [7] She has served and led initiatives with the McLeod Health Executive Leadership Committee, the McLeod Health Clarendon Community Advisory Board, McLeod Health Clarendon Medical Executive Committee, Pharmacy and Therapeutics Committee, and Information Technologies (IT) Steering Committee. [7] She also serves as a faculty member for the McLeod Family Medicine Rural Residency program and an Associate Professor of Medicine for the Edward Via College of Osteopathic Medicine. [7]
Served as an ex-officio member of the McLeod Health Clarendon Community Advisory Board as of February 2018. [9]
Served as an ex-officio member of the McLeod Health Clarendon Community Advisory Board as of February 2018. [9]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 50 |
|---|
| FTE Employees on Payroll | 234.79 |
|---|---|
| FTE Interns & Residents | 5.32 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2012 |
| Inpatient Days (Title XIX) | 339 |
| Total Inpatient Days | 7795 |
| Bed Count | 49 |
| Available Bed Days | 17885 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 405 |
| Discharges (Title XIX) | 44 |
| Total Discharges | 1603 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1612 |
| Inpatient Days (Title XIX; Adults & Peds) | 237 |
| Total Inpatient Days (Adults & Peds) | 5571 |
| Bed Count (Adults & Peds) | 43 |
| Available Bed Days (Adults & Peds) | 15695 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 405 |
| Discharges (Title XIX; Adults & Peds) | 44 |
| Total Discharges (Adults & Peds) | 1603 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. The hospital is average in every measured mortality rate |
|---|---|
| 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 has had some challengs with infection rates being high. |
| 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 | 69% |
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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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 205 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 19.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -4.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.9 |
| 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 | 0.7 |
| 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 | 19.5 |
| 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 | 16.9 |
| 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.804 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.873 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $3,091 |
|---|---|
| Bad Debt Expense | $9,527 |
| Uncompensated Care Cost | $4,797 |
| Total Uncompensated Care | $4,797 |
| Total Salaries | $23,249 |
|---|---|
| Overhead Expenses (Non-Salary) | $29,737 |
| Depreciation Expense | $2,871 |
| Total Operating Costs | $44,132 |
| Inpatient Charges | $71,259 |
|---|---|
| Outpatient Charges | $185,202 |
| Total Patient Charges | $256,461 |
| Core Wage Costs | $4,882 |
|---|---|
| Wage Costs (RHC/FQHC) | $92 |
| Adjusted Salaries | $23,247 |
| Contract Labor (Patient Care) | $977 |
| Wage Costs (Part A Teaching) | $45 |
| Wage Costs (Interns & Residents) | $115 |
| Cash & Bank Balances | $585 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $34,839 |
| Allowance for Doubtful Accounts | $-31,691 |
| Inventory | $454 |
| Prepaid Expenses | $198 |
| Other Current Assets | $-42,563 |
| Total Current Assets | $-38,162 |
| Land Value | $1,023 |
|---|---|
| Land Improvements Value | $1,096 |
| Building Value | $39,080 |
| Leasehold Improvements | $1,567 |
| Fixed Equipment Value | $31,517 |
| Major Movable Equipment | $258 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $27,706 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $-10,456 |
| Accounts Payable | $339 |
|---|---|
| Salaries & Wages Payable | $979 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1 |
| Deferred Revenue | |
| Other Current Liabilities | $6,831 |
| Total Current Liabilities | $8,151 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $8,151 |
| General Fund Balance | $-18,606 |
|---|---|
| Total Fund Balances | $-18,606 |
| Total Liabilities & Equity | $-10,456 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $2,966 |
| Outlier Payments | |
| DSH Adjustment | $89 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $3,128 |
| Total IME Payments | $183 |
| Inpatient Revenue | $70,741 |
|---|---|
| Outpatient Revenue | $187,188 |
| Total Patient Revenue | $257,929 |
| Contractual Allowances & Discounts | $206,024 |
| Net Patient Revenue | $51,905 |
| Total Operating Expenses | $52,986 |
| Net Service Income | $-1,081 |
| Other Income | $3,684 |
| Total Income | $2,603 |
| Other Expenses | $-0 |
| Net Income | $2,603 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $6,609 |
| Medicaid Charges | $44,564 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |