Highlands ARH Regional Medical Center

Highlands ARH Regional Medical Center, located at 5000 Kentucky Route 321 in Prestonsburg, KY, is a 192-bed, community-owned, not-for-profit hospital dedicated to providing high-quality healthcare to the residents of Eastern Kentucky. We offer 24-hour emergency care, a wide range of medical specialties, and numerous satellite clinics to ensure comprehensive care close to home. Our mission is to serve individuals regardless of their ability to pay, fostering a healthier community for Floyd, Johnson, Martin, and Magoffin counties. We are committed to compassionate care, personal connections with our patients and their families, and investing in the wellness of our community.

Identifiers

Hospital Name Highlands ARH Regional Medical Center
Facility ID 180005

Location

Address 5000 KENTUCKY ROUTE 321
City/Town Prestonsburg
State KY
ZIP Code 41653
County/Parish FLOYD

Health System

Health System Appalachian Regional Healthcare
Health System Website Domain arh.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 15
Health System Total Beds 1324
Health System Hospital Locations Kentucky and West Virginia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Appalachian Regional Healthcare
Emergency Services Yes

Jonathan Koonce

CEO

Jonathan Koonce was tapped as CEO of Highlands ARH Regional Medical Center in Prestonsburg, Ky., according to a separate Aug. 6 news release from the system. [8] Jonathan joins ARH after serving in administrative and CEO roles at several large hospitals in Arkansas, Pennsylvania and Mississippi. [6] He has previously served as an administrative specialist for Northwest Health Systems facilities in Arkansas, as a hospital administrator for Crozer Keystone Health Systems facilities in the Philadelphia suburbs, and, most recently, as COO for Merit Health River Oaks and Interim CEO for Merit Health Rankin in Mississippi. [6] Koonce, a native of Bentonville, Ark., received a bachelor's degree in finance from Harding University and a master's degree in healthcare administration from the University of Arkansas Medical Sciences. [6]

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 166

Staffing & Personnel

FTE Employees on Payroll 452.11
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 3263
Inpatient Days (Title XIX) 281
Total Inpatient Days 15265
Bed Count 63
Available Bed Days 22995
Discharges (Title V) NA
Discharges (Title XVIII) 600
Discharges (Title XIX) 64
Total Discharges 3341

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2470
Inpatient Days (Title XIX; Adults & Peds) 219
Total Inpatient Days (Adults & Peds) 10342
Bed Count (Adults & Peds) 51
Available Bed Days (Adults & Peds) 18615
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 600
Discharges (Title XIX; Adults & Peds) 64
Total Discharges (Adults & Peds) 3341

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 pneumonia 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 59%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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) 181

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -4.2
Readmission Score Hospital Return Days for Heart Failure Patients 22.4
Readmission Score Hospital Return Days for Pneumonia Patients 40.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.2
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 1.5
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.3
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.9
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients More Days Than Average 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.885
CAUTI SIR (Standardized Infection Ratio) 0.175
SSI SIR (Standardized Infection Ratio) 1.828
CDI SIR (Standardized Infection Ratio) 0.431
MRSA SIR (Standardized Infection Ratio) 0.666

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $499
Bad Debt Expense $9,634
Uncompensated Care Cost $2,677
Total Uncompensated Care $2,677

Operating Expenses ($ thousands)

Total Salaries $37,855
Overhead Expenses (Non-Salary) $90,116
Depreciation Expense $3,671
Total Operating Costs $121,636

Charges ($ thousands)

Inpatient Charges $153,328
Outpatient Charges $402,399
Total Patient Charges $555,727

Wage-Related Details ($ thousands)

Core Wage Costs $9,211
Wage Costs (RHC/FQHC) $1,106
Adjusted Salaries $37,855
Contract Labor (Patient Care) $12,057
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $0
Short-Term Investments
Notes Receivable
Accounts Receivable $3,376
Allowance for Doubtful Accounts
Inventory $2,763
Prepaid Expenses $583
Other Current Assets
Total Current Assets $10,908

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,659
Land Improvements Value $9
Building Value $58,436
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $57,584
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $29,227

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets
Total Other Assets
Total Assets $40,135

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,192
Salaries & Wages Payable $-14,024
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $9,085
Total Current Liabilities $-3,747

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities
Total Liabilities $-3,747

Balance Sheet – Equity ($ thousands)

General Fund Balance $43,882
Total Fund Balances $43,882
Total Liabilities & Equity $40,135

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $1,612
DRG (Post-Oct 1) $3,811
Outlier Payments
DSH Adjustment $357
Eligible DSH % $0
Simulated MC Payments $7,580
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $153,331
Outpatient Revenue $405,789
Total Patient Revenue $559,120
Contractual Allowances & Discounts $462,633
Net Patient Revenue $96,487
Total Operating Expenses $127,970
Net Service Income $-31,484
Other Income $43,229
Total Income $11,745
Other Expenses
Net Income $11,745

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $33,163
Medicaid Charges $173,691
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH Expanse
EHR Version Expanse
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No