Cumberland Medical Center

Cumberland Medical Center, located at 421 S Main St in Crossville, TN, is your community healthcare provider. Established in 1950 and a member of Covenant Health, we offer comprehensive medical services, including emergency care, surgery, cardiology, oncology, orthopedics, and rehabilitation. Our not-for-profit hospital features private inpatient and ICU rooms, as well as maternity suites. With a dedicated team of 60 physicians covering 39 specialties, we are committed to providing quality, patient-centered care. Cumberland Medical Center is accredited by The Joint Commission, ensuring adherence to high standards of healthcare.

Identifiers

Hospital Name Cumberland Medical Center
Facility ID 440009

Location

Address 421 S MAIN ST
City/Town Crossville
State TN
ZIP Code 38555
County/Parish CUMBERLAND

Health System

Health System Covenant Health (TN)
Health System Website Domain covenanthealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 10
Health System Total Beds 2045
Health System Hospital Locations Tennessee

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Covenant Health (TN)
Emergency Services Yes

Randy Davis

President and Chief Administrative Officer

Randy Davis, MBA, FACHE, is the president and chief administrative officer of Cumberland Medical Center located in Crossville, Tennessee, a member of Covenant Health serving the Upper Cumberland Region. [5] Davis manages the overall operations of the hospital and works with the leadership team of Covenant Health on system-wide initiatives. [5] Prior to joining Covenant Health, Davis served as the chief executive officer for TriStar NorthCrest Medical Center in Springfield, Tennessee. [5] He received a Bachelor of Science degree in economics from Vanderbilt University and a Master of Business Administration degree with a concentration in healthcare from Lipscomb University. [5] Davis has been named a 2019 ACHE Rural Healthcare Executive and was the recipient of the 2019 Tennessee Hospital Association Small and Rural Leadership Award. [5] He serves on the boards for The Joint Commission Hospital Advisory Board, Tennessee Hospital Association's Center for Innovative Solutions, the Cumberland County Chamber of Commerce, and the Tennessee Tech Nursing School. [5]

April VonAchen

VP Financial Services/CFO

NA

Shana Wyatt, RN

NA

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 189

Staffing & Personnel

FTE Employees on Payroll 553
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 7266
Inpatient Days (Title XIX) 706
Total Inpatient Days 21684
Bed Count 72
Available Bed Days 24988
Discharges (Title V) NA
Discharges (Title XVIII) 1462
Discharges (Title XIX) NA
Total Discharges 4682

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 5565
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 18252
Bed Count (Adults & Peds) 56
Available Bed Days (Adults & Peds) 19396
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1462
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 4682

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 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 57%

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
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) 227

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -0.1
Readmission Score Hospital Return Days for Pneumonia Patients -9.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 10.9
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 1.1
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 17.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.2
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16
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 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) 1.012
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.042
MRSA SIR (Standardized Infection Ratio) 2.391

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,486
Bad Debt Expense $10,368
Uncompensated Care Cost $5,390
Total Uncompensated Care $6,852

Operating Expenses ($ thousands)

Total Salaries $35,880
Overhead Expenses (Non-Salary) $58,523
Depreciation Expense $5,486
Total Operating Costs $79,687

Charges ($ thousands)

Inpatient Charges $114,476
Outpatient Charges $175,207
Total Patient Charges $289,683

Wage-Related Details ($ thousands)

Core Wage Costs $6,097
Wage Costs (RHC/FQHC)
Adjusted Salaries $32,184
Contract Labor (Patient Care) $6,554
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $3,133
Short-Term Investments
Notes Receivable
Accounts Receivable $9,431
Allowance for Doubtful Accounts
Inventory $948
Prepaid Expenses $873
Other Current Assets
Total Current Assets $24,450

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,601
Land Improvements Value $3,241
Building Value $90,687
Leasehold Improvements $76
Fixed Equipment Value $5,960
Major Movable Equipment $66,091
Minor Depreciable Equipment
Health IT Assets $2,915
Total Fixed Assets $55,535

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $9,903
Total Other Assets $9,903
Total Assets $89,889

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,067
Salaries & Wages Payable $3,784
Payroll Taxes Payable $293
Short-Term Debt $76
Deferred Revenue
Other Current Liabilities $19,558
Total Current Liabilities $26,778

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $223
Total Long-Term Liabilities $223
Total Liabilities $27,001

Balance Sheet – Equity ($ thousands)

General Fund Balance $62,888
Total Fund Balances $62,888
Total Liabilities & Equity $89,889

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $3,189
DRG (Post-Oct 1) $8,788
Outlier Payments
DSH Adjustment $305
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $115,028
Outpatient Revenue $176,303
Total Patient Revenue $291,331
Contractual Allowances & Discounts $207,063
Net Patient Revenue $84,268
Total Operating Expenses $94,403
Net Service Income $-10,134
Other Income $4,828
Total Income $-5,306
Other Expenses
Net Income $-5,306

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $7,416
Medicaid Charges $34,354
Net CHIP Revenue $30
CHIP Charges $161

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing No