North Mississippi Medical Center (NMMC) Gilmore-Amory, located at 1105 Earl Frye Boulevard in Amory, MS, is a 95-bed facility dedicated to providing exceptional and comprehensive healthcare services to the community. As part of North Mississippi Health Services, we offer 24/7 inpatient and emergency care, alongside a wide range of specialized services, including intensive care, wound care, rehabilitation, and surgical procedures. NMMC Gilmore-Amory is committed to continuously improving the health of the people in our region through accessible, cost-effective, and high-quality care. We are proud to be a Baby-Friendly designated hospital, ensuring a nurturing environment for newborns and mothers.
| Hospital Name | North Mississippi Medical Center Gilmore-Amory |
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| Facility ID | 250025 |
| Address | 1105 EARL FRYE BLVD |
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| City/Town | Amory |
| State | MS |
| ZIP Code | 38821 |
| County/Parish | MONROE |
| Health System | North Mississippi Health Services |
|---|---|
| Health System Website Domain | nmhs.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 7 |
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| Health System Total Beds | 978 |
| Health System Hospital Locations | Alabama and Mississippi |
| Hospital Type | Acute Care Hospitals |
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| Hospital Ownership | Proprietary |
| Ownership Details | North Mississippi Health Services |
| Emergency Services | Yes |
Jamie Rodgers is administrator at North Mississippi Medical Center Gilmore-Amory and North Mississippi Medical Center-Pontotoc. [4] Rodgers came to North Mississippi Health Services from Choctaw Regional Medical Center in Ackerman, where he served as chief executive officer and administrator for six years. [4, 3] In addition to Choctaw Regional, he served in that capacity with Baptist Memorial Hospital-Tipton in Covington, Tennessee, and Covington County Hospital in Collins. [4, 3] He started his health care career with Mississippi Baptist Health System in Jackson. [4, 3] A native Mississippian, Rodgers was born in Brandon. [3] He received a bachelor's degree in psychology and a master of health services administration from Mississippi College in Clinton, and a master of healthcare administration from the University of Minnesota in Minneapolis. [3] He is a board-certified fellow with the American College of Healthcare Executives. [3]
Kelvin Monroe, CPA, serves as CFO for NMHS' six community hospitals in Amory, Iuka, Eupora, Pontotoc and West Point, Mississippi, and Hamilton, Alabama. [4] He also serves as the assistant administrator for North Mississippi Medical Center Gilmore-Amory. [4] Prior to joining NMHS, he served as chief financial officer for Gilmore Memorial Hospital in Amory. [4] He received his bachelor's degree in business with an emphasis in accounting from Mississippi State University in 2005. [4] He completed his master's degree in business administration at MSU in 2006. [4]
North Mississippi Medical Center Gilmore-Amory recently welcomed Ronda Sweet, DNP, RN, CENP, as chief nursing officer. [10] Sweet comes to Amory from South Carolina, where she has served as chief nursing officer for Encompass Health hospitals in Charleston and Florence since 2019. [10] She served in nursing leadership roles with HCA hospitals in Macon, Georgia, and Cartersville, Georgia, from 2013-2019. [10] Previously, she worked in nursing at Community Health Network in Indianapolis and served as vice president of nursing at Rush Memorial Hospital in Rushville, Indiana, from 1995-2012. [10] Sweet earned her doctorate in nursing practice in 2016 from Walden University in Minneapolis. [10] She holds bachelor's and master's degrees in nursing from the University of Phoenix. [10] She became a licensed practical nurse in 1995 and a registered nurse in 2004. [10] Sweet is certified in Executive Nursing Practice and as a TeamSTEPPS Trainer and Six Sigma Yellow Belt. [10] She is a member of the American Organization for Nursing Leadership. [10]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 95 |
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| FTE Employees on Payroll | 272.04 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3662 |
| Inpatient Days (Title XIX) | 2778 |
| Total Inpatient Days | 10223 |
| Bed Count | 94 |
| Available Bed Days | 34310 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 645 |
| Discharges (Title XIX) | 518 |
| Total Discharges | 1939 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2392 |
| Inpatient Days (Title XIX; Adults & Peds) | 1212 |
| Total Inpatient Days (Adults & Peds) | 5679 |
| Bed Count (Adults & Peds) | 79 |
| Available Bed Days (Adults & Peds) | 28835 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 645 |
| Discharges (Title XIX; Adults & Peds) | 518 |
| Total Discharges (Adults & Peds) | 1939 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients were very positive about the quiet atmosphere of the hospital. 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 |
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| Care Quality Concerns |
| 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 | 81% |
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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 | Worse Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 146 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
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| Readmission Score Hospital Return Days for Heart Failure Patients | -32 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -14.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.8 |
| 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 |
| 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 | 18.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | 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 | 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) | 0.367 |
| SSI SIR (Standardized Infection Ratio) | 1.290 |
| CDI SIR (Standardized Infection Ratio) | 0.156 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Oct 01, 2021 |
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| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $2,033 |
|---|---|
| Bad Debt Expense | $9,323 |
| Uncompensated Care Cost | $3,735 |
| Total Uncompensated Care | $3,914 |
| Total Salaries | $19,003 |
|---|---|
| Overhead Expenses (Non-Salary) | $24,099 |
| Depreciation Expense | $1,654 |
| Total Operating Costs | $38,840 |
| Inpatient Charges | $65,189 |
|---|---|
| Outpatient Charges | $148,872 |
| Total Patient Charges | $214,061 |
| Core Wage Costs | $3,407 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $18,984 |
| Contract Labor (Patient Care) | $776 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,174 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,091 |
| Allowance for Doubtful Accounts | $-4,297 |
| Inventory | $1,132 |
| Prepaid Expenses | $1,162 |
| Other Current Assets | $3,095 |
| Total Current Assets | $10,357 |
| Land Value | $838 |
|---|---|
| Land Improvements Value | $944 |
| Building Value | $7,449 |
| Leasehold Improvements | $696 |
| Fixed Equipment Value | $84 |
| Major Movable Equipment | $8,064 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $11,487 |
| Long-Term Investments | $1,139 |
|---|---|
| Other Assets | $3,291 |
| Total Other Assets | $4,430 |
| Total Assets | $26,275 |
| Accounts Payable | $1,527 |
|---|---|
| Salaries & Wages Payable | $1,541 |
| Payroll Taxes Payable | $227 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $3,487 |
| Total Current Liabilities | $6,781 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $3,095 |
| Total Long-Term Liabilities | $3,095 |
| Total Liabilities | $9,877 |
| General Fund Balance | $16,398 |
|---|---|
| Total Fund Balances | $16,398 |
| Total Liabilities & Equity | $26,275 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $4,652 |
| Outlier Payments | |
| DSH Adjustment | $140 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $66,629 |
|---|---|
| Outpatient Revenue | $158,597 |
| Total Patient Revenue | $225,226 |
| Contractual Allowances & Discounts | $179,271 |
| Net Patient Revenue | $45,955 |
| Total Operating Expenses | $43,102 |
| Net Service Income | $2,853 |
| Other Income | $2,804 |
| Total Income | $5,657 |
| Other Expenses | |
| Net Income | $5,657 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $8,225 |
| Medicaid Charges | $44,977 |
| Net CHIP Revenue | $219 |
| CHIP Charges | $2,191 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |