McLeod Regional Medical Center Florence

McLeod Regional Medical Center in Florence, SC, has been providing compassionate, leading-edge healthcare for over 116 years. As a 517-bed medical center, we offer specialized services in heart and vascular care, cancer treatment, surgery, orthopedics, and women's and children's health. McLeod is committed to patient safety and quality outcomes, continuously enhancing our system of care and establishing new programs to improve patient experiences. Our campus features the Heart & Vascular Institute, McLeod Center for Cancer Treatment and Research, and a Children's Hospital with a 48-bed Neonatal Intensive Care Unit. McLeod Regional Medical Center strives to provide the best possible care for the people of Northeastern South Carolina and Southeastern North Carolina.

Identifiers

Hospital Name McLeod Regional Medical Center Florence
Facility ID 420051

Location

Address 555 E CHEVES ST BOX 8700
City/Town Florence
State SC
ZIP Code 29506
County/Parish FLORENCE

Health System

Health System McLeod Health
Health System Website Domain mcleodhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 5
Health System Total Beds 767
Health System Hospital Locations South Carolina

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details McLeod Health
Emergency Services Yes

Will McLeod

CEO, McLeod Regional Medical Center

Has been with the health system since 2002, starting as an Administrative resident and serving as Assistant Director of Human Resources, Founding Director of Operational Effectiveness, Vice President of Patient Services in the Emergency Department and Orthopedics, and Vice President of Surgical Services. Appointed as Administrator of McLeod Regional Medical Center in 2020.

Donna C. Isgett

Chief Operating Officer, McLeod Regional Medical Center

Also serves as President and CEO of McLeod Health. Joined McLeod Health in 1997. Previously served as Chief Operating Officer for the health system and Senior Vice President of Corporate Quality. Holds a Master of Science in Nursing from the Medical University of South Carolina and MBA from Duke University. Spent the majority of her clinical career as an emergency flight nurse.

Residency Programs

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

Capacity & Services

Licensed Beds 461

Staffing & Personnel

FTE Employees on Payroll 2879.82
FTE Interns & Residents 29.88

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 40173
Inpatient Days (Title XIX) 8133
Total Inpatient Days 145302
Bed Count 524
Available Bed Days 191260
Discharges (Title V) NA
Discharges (Title XVIII) 7005
Discharges (Title XIX) 762
Total Discharges 22672

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 31227
Inpatient Days (Title XIX; Adults & Peds) 4352
Total Inpatient Days (Adults & Peds) 100996
Bed Count (Adults & Peds) 381
Available Bed Days (Adults & Peds) 139065
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 7005
Discharges (Title XIX; Adults & Peds) 762
Total Discharges (Adults & Peds) 22672

Quality Summary

Care Quality Stengths Average overall patient satisfaction.
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 heart failure so that patients don't have to come back to the hospital. 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 72%

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 No Different Than National Average
Mortality Group – Death Rate for COPD Patients Worse 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 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) 257

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -3.6
Readmission Score Hospital Return Days for Heart Failure Patients 25.9
Readmission Score Hospital Return Days for Pneumonia Patients 20.5
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 11.8
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6.6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.8
Readmission Score Rate of Readmission for CABG 11.9
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.9
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.3
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.4
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average 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 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 Better 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 No Different Than the National Rate
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 Worse 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) 0.730
CAUTI SIR (Standardized Infection Ratio) 0.543
SSI SIR (Standardized Infection Ratio) 0.832
CDI SIR (Standardized Infection Ratio) 0.556
MRSA SIR (Standardized Infection Ratio) 1.580

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $40,760
Bad Debt Expense $90,492
Uncompensated Care Cost $57,922
Total Uncompensated Care $88,024

Operating Expenses ($ thousands)

Total Salaries $247,619
Overhead Expenses (Non-Salary) $583,633
Depreciation Expense $48,146
Total Operating Costs $646,404

Charges ($ thousands)

Inpatient Charges $1,681,943
Outpatient Charges $1,967,547
Total Patient Charges $3,649,491

Wage-Related Details ($ thousands)

Core Wage Costs $47,268
Wage Costs (RHC/FQHC)
Adjusted Salaries $247,323
Contract Labor (Patient Care) $51,108
Wage Costs (Part A Teaching) $247
Wage Costs (Interns & Residents) $552

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $36,011
Short-Term Investments
Notes Receivable
Accounts Receivable $543,648
Allowance for Doubtful Accounts $-477,421
Inventory $8,272
Prepaid Expenses $9,804
Other Current Assets
Total Current Assets $635,806

Balance Sheet – Fixed Assets ($ thousands)

Land Value $51,459
Land Improvements Value $14,998
Building Value $611,943
Leasehold Improvements $2,831
Fixed Equipment Value
Major Movable Equipment $339,548
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $431,755

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $1,197,656
Other Assets $35,626
Total Other Assets $1,233,282
Total Assets $2,300,843

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $55,403
Salaries & Wages Payable $36,061
Payroll Taxes Payable $978
Short-Term Debt $8,257
Deferred Revenue $7,263
Other Current Liabilities $40,963
Total Current Liabilities $148,926

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $279,513
Unsecured Loans
Other Long-Term Liabilities $14,423
Total Long-Term Liabilities $293,936
Total Liabilities $442,861

Balance Sheet – Equity ($ thousands)

General Fund Balance $1,857,982
Total Fund Balances $1,857,982
Total Liabilities & Equity $2,300,843

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $70,708
Outlier Payments
DSH Adjustment $3,063
Eligible DSH % $0
Simulated MC Payments $49,851
Total IME Payments $2,297

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,784,276
Outpatient Revenue $2,020,091
Total Patient Revenue $3,804,368
Contractual Allowances & Discounts $3,011,859
Net Patient Revenue $792,509
Total Operating Expenses $831,252
Net Service Income $-38,744
Other Income $63,836
Total Income $25,093
Other Expenses
Net Income $25,093

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $59,618
Medicaid Charges $532,410
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No