Cherokee Indian Hospital Authority (CIHA), located in Cherokee, NC, is a modern healthcare facility dedicated to serving the Eastern Band of Cherokee Indians with culturally sensitive, patient-centered care. Our comprehensive services include primary care, emergency services, maternity care, behavioral health, and more. CIHA blends modern medical practices with Cherokee cultural values, creating a healing environment that incorporates artwork, natural materials, and cultural symbols. We are committed to the well-being of the community, offering public health initiatives and promoting healthier lifestyles. Experience quality healthcare tailored to your unique needs at Cherokee Indian Hospital Authority.
| Hospital Name | Cherokee Indian Hospital Authority |
|---|---|
| Facility ID | 340156 |
| Address | CALLER BOX C268 |
|---|---|
| City/Town | Cherokee |
| State | NC |
| ZIP Code | 28719 |
| County/Parish | SWAIN |
| Health System | Independent |
|---|---|
| Health System Website Domain | cherokeehospital.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 26 |
| Health System Hospital Locations | North Carolina |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Federal |
| Ownership Details | Cherokee Indian Hospital Authority |
| Emergency Services | Yes |
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
The CIHA executive leaders are some of the Tribe's best and brightest—and also some of the most caring. Without their careful stewardship of CIHA's budget and resources, our community wouldn't receive the level of care and compassion it enjoys today.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
Responsible for the direction and oversight of the Cherokee Indian Hospital and other health programs that may be assigned to CIHA by Tribal resolution.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 26 |
|---|
| FTE Employees on Payroll | 809 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 884 |
| Inpatient Days (Title XIX) | 1693 |
| Total Inpatient Days | 3901 |
| Bed Count | 34 |
| Available Bed Days | 12410 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 135 |
| Discharges (Title XIX) | 204 |
| Total Discharges | 748 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 884 |
| Inpatient Days (Title XIX; Adults & Peds) | 1693 |
| Total Inpatient Days (Adults & Peds) | 3901 |
| Bed Count (Adults & Peds) | 34 |
| Available Bed Days (Adults & Peds) | 12410 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 135 |
| Discharges (Title XIX; Adults & Peds) | 204 |
| Total Discharges (Adults & Peds) | 748 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Hospital struggles with high infection rates |
| 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 | 69% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| Mortality Group – Death Rate for Stroke Patients | |
| 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 | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | Not Available |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| 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 | Number of Cases Too Small |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.000 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $51,246 |
|---|---|
| Overhead Expenses (Non-Salary) | $67,777 |
| Depreciation Expense | $4,772 |
| Total Operating Costs | $49,778 |
| Inpatient Charges | $52 |
|---|---|
| Outpatient Charges | $865 |
| Total Patient Charges | $916 |
| Core Wage Costs | $0 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $51,246 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets |
| Accounts Payable | |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities |
| General Fund Balance | |
|---|---|
| Total Fund Balances | |
| Total Liabilities & Equity |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $1,206 |
| Outlier Payments | |
| DSH Adjustment | $36 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | |
|---|---|
| Outpatient Revenue | |
| Total Patient Revenue | |
| Contractual Allowances & Discounts | |
| Net Patient Revenue | |
| Total Operating Expenses | $119,023 |
| Net Service Income | $-119,023 |
| Other Income | |
| Total Income | $-119,023 |
| Other Expenses | |
| Net Income | $-119,023 |
| Cost-to-Charge Ratio | |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |