Baptist Health Corbin, a 273-bed acute and skilled care hospital, provides a broad spectrum of healthcare services to residents of Whitley, Knox, Laurel, Bell, Clay, McCreary, and Harlan counties in Kentucky, as well as Jellico, Tennessee. We offer advanced technology and personalized treatments, including specialized services for women's health, cancer, heart care, and more. As a vital part of the community, Baptist Health Corbin is committed to nurturing the well-being of every individual through compassionate care and outreach programs. Your journey to health and wellness begins here, close to home.
| Hospital Name | Baptist Health Corbin |
|---|---|
| Facility ID | 180080 |
| Address | ONE TRILLIUM WAY |
|---|---|
| City/Town | Corbin |
| State | KY |
| ZIP Code | 40701 |
| County/Parish | WHITLEY |
| Health System | Baptist Health (KY) |
|---|---|
| Health System Website Domain | baptisthealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 2152 |
| Health System Hospital Locations | Indiana and Kentucky |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Baptist Health |
| Emergency Services | Yes |
Angelia Foster has been named president of Baptist Health Corbin, effective Oct. 14, 2024. She previously served as president of Marshfield Medical Center-Beaver Dam in Wisconsin for four years. Foster has 15 years of healthcare leadership experience and previously worked as executive vice president/chief administrative officer at Community Hospitals and Wellness Centers in Bryan, Ohio, and in human resources and support services at Memorial Health System in Springfield, Illinois. Before her healthcare career, she was an organizational development consultant for over two decades. Foster holds a master's degree in management and organizational behavior from Benedictine University and a bachelor's degree in political science and communications from Ohio Dominican University. She is also a breast cancer survivor, which she states has shaped her leadership style and understanding of patient care. [2, 3, 4]
Dr. David Worthy is the Vice President and Chief Medical Officer of Baptist Health Corbin. He has been recognized for his exceptional leadership in advancing patient safety at the hospital through the development and implementation of a hospital-wide safety program. Dr. Worthy is described as fostering collaboration and communication among staff and is a constant presence on units to observe operations and engage with staff. [6]
Pam Harrison holds the dual role of Chief Executive Officer and Chief Nursing Officer at ContinueCARE Hospital at Baptist Health Corbin, taking on these roles in April 2020 after serving as CNO since September 2019. Her healthcare experience spans over 30 years in areas including healthcare management, nursing leadership, critical care, and renal care. Her achievements include implementing Clinical Education and Telemedicine Pulmonary programs. She holds a Master of Public Administration/Master Art Nursing Administration from Fairleigh Dickinson University and a Bachelor of Science in Nursing from Eastern Kentucky University. She also holds certifications including Certified Professional in Patient Safety (CPPS) and Certified Nephrology Nurse (CNN), and is Green belt in Lean methodology and holds a Nurse Executive Certification (NE-BC). [5]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 208 |
|---|
| FTE Employees on Payroll | 1008.07 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7359 |
| Inpatient Days (Title XIX) | 531 |
| Total Inpatient Days | 44204 |
| Bed Count | 197 |
| Available Bed Days | 73377 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1217 |
| Discharges (Title XIX) | 118 |
| Total Discharges | 9335 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6334 |
| Inpatient Days (Title XIX; Adults & Peds) | 229 |
| Total Inpatient Days (Adults & Peds) | 35451 |
| Bed Count (Adults & Peds) | 177 |
| Available Bed Days (Adults & Peds) | 66077 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1217 |
| Discharges (Title XIX; Adults & Peds) | 118 |
| Total Discharges (Adults & Peds) | 9335 |
| Care Quality Stengths | High overall patient satisfaction. The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 70% |
|---|
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 207 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -2.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 0.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 14 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.9 |
| 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.585 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 2.176 |
| SSI SIR (Standardized Infection Ratio) | 1.034 |
| CDI SIR (Standardized Infection Ratio) | 0.038 |
| MRSA SIR (Standardized Infection Ratio) | 0.830 |
| Fiscal Year Begin | Sep 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2023 |
| Charity Care Cost | $1,254 |
|---|---|
| Bad Debt Expense | $13,571 |
| Uncompensated Care Cost | $2,991 |
| Total Uncompensated Care | $2,991 |
| Total Salaries | $74,742 |
|---|---|
| Overhead Expenses (Non-Salary) | $182,060 |
| Depreciation Expense | $7,303 |
| Total Operating Costs | $187,185 |
| Inpatient Charges | $409,120 |
|---|---|
| Outpatient Charges | $1,297,489 |
| Total Patient Charges | $1,706,609 |
| Core Wage Costs | $17,765 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $74,742 |
| Contract Labor (Patient Care) | $3,225 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $34 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $209,359 |
| Allowance for Doubtful Accounts | $-178,013 |
| Inventory | $5,727 |
| Prepaid Expenses | |
| Other Current Assets | $31,194 |
| Total Current Assets | $68,301 |
| Land Value | $3,044 |
|---|---|
| Land Improvements Value | $3,296 |
| Building Value | $96,042 |
| Leasehold Improvements | $65 |
| Fixed Equipment Value | $9,417 |
| Major Movable Equipment | $57,956 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $59,218 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,548 |
| Total Other Assets | $1,548 |
| Total Assets | $129,066 |
| Accounts Payable | |
|---|---|
| Salaries & Wages Payable | $2,628 |
| Payroll Taxes Payable | $42 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $7,281 |
| Total Current Liabilities | $9,951 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | $50,927 |
| Other Long-Term Liabilities | $-80,740 |
| Total Long-Term Liabilities | $-29,813 |
| Total Liabilities | $-19,862 |
| General Fund Balance | $148,928 |
|---|---|
| Total Fund Balances | $148,928 |
| Total Liabilities & Equity | $129,066 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,035 |
| DRG (Post-Oct 1) | $10,165 |
| Outlier Payments | |
| DSH Adjustment | $1,125 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $409,120 |
|---|---|
| Outpatient Revenue | $1,297,489 |
| Total Patient Revenue | $1,706,609 |
| Contractual Allowances & Discounts | $1,421,237 |
| Net Patient Revenue | $285,372 |
| Total Operating Expenses | $281,465 |
| Net Service Income | $3,907 |
| Other Income | $41,852 |
| Total Income | $45,759 |
| Other Expenses | $-207 |
| Net Income | $45,966 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $66,888 |
| Medicaid Charges | $508,068 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |