Northwest Mississippi Regional Medical Center

Northwest Mississippi Regional Medical Center, located at 1970 Hospital Drive, Clarksdale, MS, is a DNV-accredited county hospital dedicated to serving the community with compassion and quality care since 1952. As a leading healthcare provider, we offer a comprehensive range of services, including 24-hour emergency care, advanced imaging, and surgical specialties. Our facilities are equipped with modern amenities, such as telemetry unit beds, ambulatory surgery beds, and a dedicated emergency department, ensuring a comfortable and efficient patient experience. We are committed to providing the highest standard of care with a team of passionate individuals focused on making a positive difference in the lives of others. Choose Northwest Mississippi Regional Medical Center for exceptional healthcare services close to home.

Identifiers

Hospital Name Northwest Mississippi Regional Medical Center
Facility ID 250042

Location

Address 1970 HOSPITAL DRIVE
City/Town Clarksdale
State MS
ZIP Code 38614
County/Parish COAHOMA

Health System

Health System Independent
Health System Website Domain coahomacounty.net
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 195
Health System Hospital Locations Mississippi

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Coahoma County
Emergency Services Yes

Lorie Till

Chief Executive Officer

Healthcare Executive with experience in nursing, utilization and hospital operations. 20 years of healthcare experience. Has served as Chief Nursing and Operations Officer, Director of Care Coordination of a Hospital System, extensive experience in Utilization Management while providing Value based Care and Population Health to improve patient outcomes and prevent progression of disease. Expertise and Knowledge of Joint Commission and Centers of Medicare and Medicaid Regulations. Graduate of Mississippi College with a Bachelor's Degree in Nursing. Obtained Masters in Nursing and Healthcare Administration from Loyola University and Executive Masters in Population Health Management at the University of Mississippi Medical Center. Has served on Corporate Patient Safety Committees and oversight of compliance and reporting of quality and safety scorecards for 71 facilities with Health Management Associates. In collaboration with local primary care providers, implemented the first care transitions team in Mississippi, “Health Connect” resulting in 7% decrease of readmissions in one year.

Sylvester Thornton

Chief Operating Officer / Chief Nursing Officer

NA

Erika Stapleton

Chief Financial Officer

NA

Residency Programs

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

Capacity & Services

Licensed Beds 195

Staffing & Personnel

FTE Employees on Payroll 179.69
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1199
Inpatient Days (Title XIX) 3054
Total Inpatient Days 6619
Bed Count 174
Available Bed Days 64632
Discharges (Title V) NA
Discharges (Title XVIII) 232
Discharges (Title XIX) 813
Total Discharges 1230

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 892
Inpatient Days (Title XIX; Adults & Peds) 1580
Total Inpatient Days (Adults & Peds) 4029
Bed Count (Adults & Peds) 171
Available Bed Days (Adults & Peds) 62415
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 232
Discharges (Title XIX; Adults & Peds) 813
Total Discharges (Adults & Peds) 1230

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital.
Care Quality Concerns Hospital struggles with high infection rates

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 58%

Mortality Group Indicators

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 No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
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 No Different Than National Average
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 No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
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) 155

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -40.9
Readmission Score Hospital Return Days for Pneumonia Patients 2.5
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 19.1
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.2
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Fewer 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) Number of Cases Too Small
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 Number of cases too small
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 No Different Than the National Rate
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 No Different Than the National Rate

Infection SIRs

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 Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,130
Bad Debt Expense $9,081
Uncompensated Care Cost $3,758
Total Uncompensated Care $3,758

Operating Expenses ($ thousands)

Total Salaries $15,945
Overhead Expenses (Non-Salary) $24,580
Depreciation Expense $947
Total Operating Costs $34,500

Charges ($ thousands)

Inpatient Charges $52,745
Outpatient Charges $139,932
Total Patient Charges $192,677

Wage-Related Details ($ thousands)

Core Wage Costs $2,539
Wage Costs (RHC/FQHC)
Adjusted Salaries $15,945
Contract Labor (Patient Care) $6,120
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-899
Short-Term Investments
Notes Receivable
Accounts Receivable $28,046
Allowance for Doubtful Accounts $-25,295
Inventory $1,065
Prepaid Expenses $582
Other Current Assets $104
Total Current Assets $5,404

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value
Leasehold Improvements
Fixed Equipment Value $2,146
Major Movable Equipment $1,093
Minor Depreciable Equipment
Health IT Assets $99
Total Fixed Assets $2,164

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $-199
Total Other Assets $-199
Total Assets $7,369

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,709
Salaries & Wages Payable $1,510
Payroll Taxes Payable $56
Short-Term Debt
Deferred Revenue
Other Current Liabilities $22
Total Current Liabilities $4,297

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $4,969
Long-Term Notes Payable $-0
Unsecured Loans
Other Long-Term Liabilities $9,713
Total Long-Term Liabilities $14,682
Total Liabilities $18,979

Balance Sheet – Equity ($ thousands)

General Fund Balance $-11,611
Total Fund Balances $-11,611
Total Liabilities & Equity $7,369

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $1,911
Outlier Payments
DSH Adjustment $210
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $52,966
Outpatient Revenue $152,642
Total Patient Revenue $205,608
Contractual Allowances & Discounts $174,619
Net Patient Revenue $30,988
Total Operating Expenses $40,525
Net Service Income $-9,537
Other Income $271
Total Income $-9,266
Other Expenses
Net Income $-9,266

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $6,883
Medicaid Charges $59,223
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Unknown
EHR Version NA
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No