Nashville General Hospital at Meharry

Nashville General Hospital at Meharry, located at 1818 Albion Street in Nashville, TN, has been serving the community since 1890. As a 150-bed, Joint Commission-accredited facility, we offer advanced healthcare services, state-of-the-art technology, and compassionate care. We are a publicly supported, academically affiliated, community-based hospital and the primary teaching hospital for Meharry Medical College. Our mission is to improve the health and wellness of Nashville by providing equitable access to coordinated patient-centered care, supporting future caregivers, and translating scientific advancements into clinical practice. We provide a wide range of acute care services, including medical, surgical, and obstetrical services, a 24/7 emergency department, and intensive care units.

Identifiers

Hospital Name Nashville General Hospital at Meharry
Facility ID 440111

Location

Address 1818 ALBION STREET
City/Town Nashville
State TN
ZIP Code 37208
County/Parish DAVIDSON

Health System

Health System Independent
Health System Website Domain nashvillegeneral.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 150
Health System Hospital Locations Tennessee

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Hospital Authority of Metropolitan Nashville and Davidson County, Tennessee
Emergency Services Yes

Veronica Elders

Interim Chief Executive Officer & Chief Nursing Officer

DHA, MBA-HC, MSN, RN, NEA-BC.

Mark E. Brown

Chief Operating Officer

DHA, MHA, CRA.

Kemberly Blackledge

Chief Financial Officer

DSc., FACHE. Has more than 20 years of experience guiding enterprises through transformational change, driving diversity, equity, inclusion, quality, and revenue growth. Holds an Executive Doctor of Science (DSc) in Healthcare Leadership from the University of Alabama at Birmingham, an MBA in Healthcare Administration from the University of Phoenix, and a BA in Communications from the University of Alabama at Birmingham. Is a Fellow of The American College of Healthcare Executives (FACHE), a Certified Healthcare Financial Professional (CHFP) of the Healthcare Financial Management Association, and a Leadership Program Graduate of the Momentum Women's Leadership Program.

DeAnn M. Bullock

Chief Medical Officer and Emergency Department Medical Director

M.D., MMHC, FACHE.

Alecia Fair

Chief Population Health & Research Officer

DrPH.

Kristi F. Lewis

Chief Compliance Officer

Esq. CHC, CHPC.

Cathy Poole

Chief Marketing Officer

NA

Melanie Thomas

Chief Information Officer

MBA.

Diana Wohlfahrt

Chief Human Resources Officer

MBA.

Residency Programs

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

Capacity & Services

Licensed Beds 150

Staffing & Personnel

FTE Employees on Payroll 573
FTE Interns & Residents 48.22

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 454
Inpatient Days (Title XIX) 3920
Total Inpatient Days 11115
Bed Count 114
Available Bed Days 41610
Discharges (Title V) NA
Discharges (Title XVIII) 69
Discharges (Title XIX) 757
Total Discharges 2269

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 380
Inpatient Days (Title XIX; Adults & Peds) 2498
Total Inpatient Days (Adults & Peds) 7783
Bed Count (Adults & Peds) 82
Available Bed Days (Adults & Peds) 29930
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 69
Discharges (Title XIX; Adults & Peds) 757
Total Discharges (Adults & Peds) 2269

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Patients were very positive about the quiet atmosphere of the hospital. 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 an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns

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 66%

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
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 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) 173

Readmission Scores & Groups

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) Number of Cases Too Small
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.000
CAUTI SIR (Standardized Infection Ratio) 0.824
SSI SIR (Standardized Infection Ratio) 1.834
CDI SIR (Standardized Infection Ratio) 0.451
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $25,728
Bad Debt Expense $20,154
Uncompensated Care Cost $34,884
Total Uncompensated Care $50,374

Operating Expenses ($ thousands)

Total Salaries $48,020
Overhead Expenses (Non-Salary) $98,809
Depreciation Expense $2,083
Total Operating Costs $121,434

Charges ($ thousands)

Inpatient Charges $84,638
Outpatient Charges $182,351
Total Patient Charges $266,990

Wage-Related Details ($ thousands)

Core Wage Costs $15,210
Wage Costs (RHC/FQHC)
Adjusted Salaries $48,020
Contract Labor (Patient Care) $11,013
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $11,141
Short-Term Investments
Notes Receivable
Accounts Receivable $64,846
Allowance for Doubtful Accounts $-56,237
Inventory $4,073
Prepaid Expenses $1,525
Other Current Assets $145
Total Current Assets $25,802

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $292
Building Value $9,316
Leasehold Improvements
Fixed Equipment Value $1,695
Major Movable Equipment $43,624
Minor Depreciable Equipment $25,051
Health IT Assets
Total Fixed Assets $25,101

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $3,603
Total Other Assets $3,603
Total Assets $54,507

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,677
Salaries & Wages Payable $5,004
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $3,542
Other Current Liabilities $5,271
Total Current Liabilities $23,649

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $9
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $9
Total Liabilities $23,658

Balance Sheet – Equity ($ thousands)

General Fund Balance $-12,238
Total Fund Balances $-12,238
Total Liabilities & Equity $11,419

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $664
Outlier Payments
DSH Adjustment $70
Eligible DSH % $0
Simulated MC Payments $2,365
Total IME Payments $131

Revenue & Income Statement ($ thousands)

Inpatient Revenue $83,517
Outpatient Revenue $203,843
Total Patient Revenue $287,360
Contractual Allowances & Discounts
Net Patient Revenue $287,360
Total Operating Expenses $146,829
Net Service Income $140,531
Other Income
Total Income $140,531
Other Expenses
Net Income $140,531

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $9,302
Medicaid Charges $61,475
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium CommunityWorks
EHR Version Oracle Health Millennium CommunityWorks
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing No