Spartanburg Medical Center, located at 101 E Wood Street in Spartanburg, SC, is a leading research and teaching hospital providing state-of-the-art diagnosis and treatment for residents of Upstate South Carolina. As part of Spartanburg Regional Healthcare System, we offer a comprehensive range of services, including emergency care, cancer treatment at the Gibbs Cancer Center, heart care at the Heart Center, and specialized women's and children's health services. Founded in 1921, Spartanburg Medical Center combines a legacy of excellence with advanced medical technology to serve the community. With two campuses in Spartanburg, we are committed to providing exceptional care, research, and education to improve the health and well-being of our region.
| Hospital Name | Spartanburg Medical Center |
|---|---|
| Facility ID | 420007 |
| Address | 101 E WOOD ST |
|---|---|
| City/Town | Spartanburg |
| State | SC |
| ZIP Code | 29303 |
| County/Parish | SPARTANBURG |
| Health System | Spartanburg Regional Healthcare System |
|---|---|
| Health System Website Domain | spartanburgregional.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 1063 |
| Health System Hospital Locations | South Carolina |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Spartanburg Regional Healthcare System |
| Emergency Services | Yes |
Phil Feisal is the President of Spartanburg Medical Center, a division of Spartanburg Regional Healthcare System. [3, 10] He has been with Spartanburg Regional since 2009 and his healthcare career has spanned 35 years. [3, 10] Previously, he has served in executive leadership roles at the Greenville Hospital System (now Prisma Health) and Bon Secours Mercy St. Francis Health System. [3, 10] Phil also holds an adjunct professorship in the Government Department at Wofford College. [3, 10] Phil is active on several local Boards and Advisory Councils in Spartanburg and Greenville. [3] Phil received an undergraduate degree in Finance at the University of Memphis and holds master's degrees in Public Health and Business Administration from the University of Alabama at Birmingham. [3, 10] Phil and his wife, Katrina, have three children and have lived in the Upstate since 1994. [3, 10] He is also noted as being the CEO of the hospital group as of recently. [6]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 747 |
|---|
| FTE Employees on Payroll | 4565.9 |
|---|---|
| FTE Interns & Residents | 62.61 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 43091 |
| Inpatient Days (Title XIX) | 7361 |
| Total Inpatient Days | 187512 |
| Bed Count | 665 |
| Available Bed Days | 242664 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 7304 |
| Discharges (Title XIX) | 1249 |
| Total Discharges | 33267 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 38929 |
| Inpatient Days (Title XIX; Adults & Peds) | 4744 |
| Total Inpatient Days (Adults & Peds) | 152855 |
| Bed Count (Adults & Peds) | 579 |
| Available Bed Days (Adults & Peds) | 211447 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 7304 |
| Discharges (Title XIX; Adults & Peds) | 1249 |
| Total Discharges (Adults & Peds) | 33267 |
| Care Quality Stengths | High 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 does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. 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. |
| 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 | 72% |
|---|
| 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 | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Worse Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Worse 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 | Worse 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 178 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 16.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 37.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 12.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 8.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.4 |
| Readmission Score Rate of Readmission for CABG | 11.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average 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 | 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.089 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.579 |
| SSI SIR (Standardized Infection Ratio) | 0.927 |
| CDI SIR (Standardized Infection Ratio) | 0.364 |
| MRSA SIR (Standardized Infection Ratio) | 1.089 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $40,249 |
|---|---|
| Bad Debt Expense | $195,664 |
| Uncompensated Care Cost | $86,543 |
| Total Uncompensated Care | $86,543 |
| Total Salaries | $418,127 |
|---|---|
| Overhead Expenses (Non-Salary) | $676,638 |
| Depreciation Expense | $58,213 |
| Total Operating Costs | $996,133 |
| Inpatient Charges | $1,944,724 |
|---|---|
| Outpatient Charges | $2,299,191 |
| Total Patient Charges | $4,243,914 |
| Core Wage Costs | $86,631 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $375,926 |
| Contract Labor (Patient Care) | $46,249 |
| Wage Costs (Part A Teaching) | $186 |
| Wage Costs (Interns & Residents) | $1,787 |
| Cash & Bank Balances | $262,338 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $154,266 |
| Allowance for Doubtful Accounts | |
| Inventory | $15,445 |
| Prepaid Expenses | $7,999 |
| Other Current Assets | |
| Total Current Assets | $465,231 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $1,200,703 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $516,947 |
| Long-Term Investments | |
|---|---|
| Other Assets | $417,789 |
| Total Other Assets | $417,789 |
| Total Assets | $1,399,966 |
| Accounts Payable | $104,712 |
|---|---|
| Salaries & Wages Payable | $6,042 |
| Payroll Taxes Payable | |
| Short-Term Debt | $69,646 |
| Deferred Revenue | |
| Other Current Liabilities | $368 |
| Total Current Liabilities | $180,768 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $505,311 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $505,311 |
| Total Liabilities | $686,079 |
| General Fund Balance | $713,887 |
|---|---|
| Total Fund Balances | $713,887 |
| Total Liabilities & Equity | $1,399,966 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $78,593 |
| Outlier Payments | |
| DSH Adjustment | $2,216 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $81,614 |
| Total IME Payments | $3,969 |
| Inpatient Revenue | $1,944,724 |
|---|---|
| Outpatient Revenue | $2,299,191 |
| Total Patient Revenue | $4,243,914 |
| Contractual Allowances & Discounts | $3,063,655 |
| Net Patient Revenue | $1,180,259 |
| Total Operating Expenses | $1,094,765 |
| Net Service Income | $85,494 |
| Other Income | $10,002 |
| Total Income | $95,496 |
| Other Expenses | $37,550 |
| Net Income | $57,946 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $143,040 |
| Medicaid Charges | $539,658 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |