Conway Medical Center

Located at 300 Singleton Ridge Road in Conway, SC, Conway Medical Center has been a trusted healthcare leader serving Horry County and surrounding communities for nearly a century. With over 200 physicians representing 30 specialties and 210 inpatient beds, we are dedicated to improving the overall health of our communities. Our mission is to deliver high-quality, compassionate care, while our vision is to be the regional healthcare system of choice. We uphold core values of excellence, compassion, healing, teamwork, stewardship, innovation, and integrity. As one of the county's largest employers with over 1,500 staff members, Conway Medical Center is committed to providing rewarding medical careers with an optimal work-life balance in the beautiful coastal Myrtle Beach region.

Identifiers

Hospital Name Conway Medical Center
Facility ID 420049

Location

Address 300 SINGLETON RIDGE ROAD
City/Town Conway
State SC
ZIP Code 29526
County/Parish HORRY

Health System

Health System Independent
Health System Website Domain conwaymedicalcenter.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 210
Health System Hospital Locations South Carolina

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Conway Hospital Inc
Emergency Services Yes

BRIAN ARGO

President & Chief Executive Officer

Service to our community is the driving force behind everything we do here at Conway Medical Center. [3] Was previously the Executive Vice President and Chief Operating Officer of CMC. [5]

ANGELA WILLIFORD, JD

Chief Administrative Officer & General Counsel

NA

JEFF ENGLISH

Chief Human Resources Officer

NA

ROBERT JOHNSTON

Vice President of Provider Network Services

NA

PAUL RICHARDSON, MD

Chief Medical Officer & Vice President of Graduate Medical Education

NA

ANDREA ERICKSON, MSN, RN, NEA-BC, CNML

Chief Nursing Officer & Vice President of Patient Care Services

NA

TED MILFORD

Chief Development Officer & Vice President of CMC Foundation

NA

DAVID MIER

Chief Financial Officer

NA

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program No
Osteopathic Residency Program Yes
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 210

Staffing & Personnel

FTE Employees on Payroll 1406.43
FTE Interns & Residents 23.07

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 10253
Inpatient Days (Title XIX) 2588
Total Inpatient Days 36237
Bed Count 171
Available Bed Days 62277
Discharges (Title V) NA
Discharges (Title XVIII) 2017
Discharges (Title XIX) 963
Total Discharges 7220

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 9367
Inpatient Days (Title XIX; Adults & Peds) 1588
Total Inpatient Days (Adults & Peds) 29972
Bed Count (Adults & Peds) 147
Available Bed Days (Adults & Peds) 53517
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2017
Discharges (Title XIX; Adults & Peds) 963
Total Discharges (Adults & Peds) 7220

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns

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 68%

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 Worse 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 Worse Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications No Different Than National Average
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) 146

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 2.5
Readmission Score Hospital Return Days for Heart Failure Patients 5.7
Readmission Score Hospital Return Days for Pneumonia Patients 17.1
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.4
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.8
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6.7
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.7
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 16.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.3
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 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 No Different Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
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 No Different Than the National Rate
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) Worse 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) 0.795
CAUTI SIR (Standardized Infection Ratio) 0.179
SSI SIR (Standardized Infection Ratio) 0.264
CDI SIR (Standardized Infection Ratio) 0.267
MRSA SIR (Standardized Infection Ratio) 1.367

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $6,242
Bad Debt Expense $37,862
Uncompensated Care Cost $15,622
Total Uncompensated Care $21,162

Operating Expenses ($ thousands)

Total Salaries $114,134
Overhead Expenses (Non-Salary) $172,712
Depreciation Expense $16,772
Total Operating Costs $228,439

Charges ($ thousands)

Inpatient Charges $324,093
Outpatient Charges $601,539
Total Patient Charges $925,632

Wage-Related Details ($ thousands)

Core Wage Costs $20,920
Wage Costs (RHC/FQHC)
Adjusted Salaries $114,134
Contract Labor (Patient Care) $11,460
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $384

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $4,114
Short-Term Investments
Notes Receivable
Accounts Receivable $188,358
Allowance for Doubtful Accounts $-156,869
Inventory $6,272
Prepaid Expenses $21,782
Other Current Assets
Total Current Assets $64,107

Balance Sheet – Fixed Assets ($ thousands)

Land Value $13,042
Land Improvements Value $5,383
Building Value $112,745
Leasehold Improvements $75,920
Fixed Equipment Value $24,782
Major Movable Equipment $131,189
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $174,810

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $1,107
Other Assets $362,895
Total Other Assets $364,003
Total Assets $602,921

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $16,895
Salaries & Wages Payable $20,243
Payroll Taxes Payable $3,014
Short-Term Debt $3,167
Deferred Revenue
Other Current Liabilities
Total Current Liabilities $49,436

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $149,821
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $1,002
Total Long-Term Liabilities $150,823
Total Liabilities $200,259

Balance Sheet – Equity ($ thousands)

General Fund Balance $402,662
Total Fund Balances $402,662
Total Liabilities & Equity $602,921

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $18,882
Outlier Payments
DSH Adjustment $601
Eligible DSH % $0
Simulated MC Payments $12,494
Total IME Payments $1,434

Revenue & Income Statement ($ thousands)

Inpatient Revenue $335,489
Outpatient Revenue $644,697
Total Patient Revenue $980,185
Contractual Allowances & Discounts $730,022
Net Patient Revenue $250,164
Total Operating Expenses $286,846
Net Service Income $-36,682
Other Income $-9,296
Total Income $-45,978
Other Expenses
Net Income $-45,978

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $17,918
Medicaid Charges $110,101
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP SAP
ERP Version NA
EHR is Changing No