Harlingen Medical Center, located at 5501 South Expressway 77 in Harlingen, TX, is an award-winning hospital dedicated to clinical excellence and patient-focused care. Nationally recognized for cardiovascular and orthopedic surgery, we provide innovative, high-quality care close to home. As a designated Level IV Trauma Center, we offer comprehensive clinical services, including a 24-hour emergency room, and are committed to the latest techniques and treatments. Harlingen Medical Center is also a contracted hospital with the VA, accepting the Veteran's Choice Card. We strive to deliver compassionate, quality care to our patients and the community.
| Hospital Name | Harlingen Medical Center |
|---|---|
| Facility ID | 450855 |
| Address | 5501 SOUTH EXPRESSWAY 77 |
|---|---|
| City/Town | Harlingen |
| State | TX |
| ZIP Code | 78550 |
| County/Parish | CAMERON |
| Health System | Prime Healthcare |
|---|---|
| Health System Website Domain | primehealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 46 |
|---|---|
| Health System Total Beds | 9912 |
| Health System Hospital Locations | Alabama, California, Georgia, Illinois, Indiana, Kansas, Michigan, Missouri, New Jersey, Nevada, Ohio, Pennsylvania, Rhode Island and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Prime Healthcare |
| Emergency Services | Yes |
Candi Constantine-Castillo brings over thirty years of administrative and clinical operations experience to the facility and has served the Rio Grande Valley since 1998. [8] She was on the original team when the hospital opened in 2002, starting as the education coordinator. [14] She previously served as the System Chief Nursing Officer for South Texas Health System from March 2008 until December 2020 and as the hospital administrator for Dolly Vinsant Memorial Hospital. [8, 14] Most recently, she served Cornell University as a facilitator and program lead for the post-graduate Executive Healthcare Leadership certificate program. [8] She earned her undergraduate nursing degrees at East Tennessee State University, her master of business administration from Andrew Jackson University, a post-graduate certificate in nursing administration from the University of Texas-Arlington, and a doctor of health administration with a specialization in health care leadership from Capella University. [14]
Michael has served his community through Leadership Harlingen, Knapp Medical Center Volunteer, Weslaco Chamber of Commerce Volunteer, American Heart Association member and American Cancer Society Member. [8]
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Dr. Padmini Bhadriraju is a very distinguished physician and a board-certified internal medicine physician who has a passion for providing the highest quality of care to the community in the Rio Grande Valley. She is experienced at providing excellent management of chronic diseases for adult and senior patients. [8]
Fabian Hernandez is the dedicated director of plant operations and safety officer at Harlingen Medical Center with over nine years of experience in his role. He is responsible for the oversight of every square inch of the hospital's structure, systems, and security, as well as emergency preparedness. He also orchestrates all project work and construction management, aligning every facet of the hospital's physical environment with its patient-focused care philosophy. His leadership was instrumental in the expansion of the emergency department from six rooms to 22 rooms. [18]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 112 |
|---|
| FTE Employees on Payroll | 550.09 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4775 |
| Inpatient Days (Title XIX) | 722 |
| Total Inpatient Days | 27310 |
| Bed Count | 112 |
| Available Bed Days | 40880 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1052 |
| Discharges (Title XIX) | 47 |
| Total Discharges | 5616 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2389 |
| Inpatient Days (Title XIX; Adults & Peds) | 326 |
| Total Inpatient Days (Adults & Peds) | 16079 |
| Bed Count (Adults & Peds) | 80 |
| Available Bed Days (Adults & Peds) | 29200 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1052 |
| Discharges (Title XIX; Adults & Peds) | 47 |
| Total Discharges (Adults & Peds) | 5616 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| 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 | 76% |
|---|
| 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 | 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 | 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) | 205 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -27.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 1.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -18.4 |
| 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 | 1.5 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.4 |
| Readmission Score Rate of Readmission for CABG | 11 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.7 |
| 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) | 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 | 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) | 1.135 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.946 |
| SSI SIR (Standardized Infection Ratio) | 1.723 |
| CDI SIR (Standardized Infection Ratio) | 0.354 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $3,968 |
|---|---|
| Bad Debt Expense | $9,886 |
| Uncompensated Care Cost | $5,380 |
| Total Uncompensated Care | $11,425 |
| Total Salaries | $41,379 |
|---|---|
| Overhead Expenses (Non-Salary) | $88,159 |
| Depreciation Expense | $6,304 |
| Total Operating Costs | $99,286 |
| Inpatient Charges | $414,832 |
|---|---|
| Outpatient Charges | $404,276 |
| Total Patient Charges | $819,108 |
| Core Wage Costs | $8,142 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $41,258 |
| Contract Labor (Patient Care) | $1,068 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $489 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $143,992 |
| Allowance for Doubtful Accounts | $-133,110 |
| Inventory | $3,338 |
| Prepaid Expenses | $540 |
| Other Current Assets | $30,987 |
| Total Current Assets | $48,899 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $56,731 |
| Leasehold Improvements | $12,689 |
| Fixed Equipment Value | $3,745 |
| Major Movable Equipment | $38,612 |
| Minor Depreciable Equipment | $1,059 |
| Health IT Assets | |
| Total Fixed Assets | $49,877 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,630 |
| Total Other Assets | $1,630 |
| Total Assets | $100,407 |
| Accounts Payable | $3,357 |
|---|---|
| Salaries & Wages Payable | $2,807 |
| Payroll Taxes Payable | $109 |
| Short-Term Debt | $1,528 |
| Deferred Revenue | |
| Other Current Liabilities | $62,947 |
| Total Current Liabilities | $70,748 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $2,608 |
| Total Long-Term Liabilities | $2,608 |
| Total Liabilities | $73,356 |
| General Fund Balance | $27,051 |
|---|---|
| Total Fund Balances | $27,051 |
| Total Liabilities & Equity | $100,407 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,819 |
| DRG (Post-Oct 1) | $2,761 |
| Outlier Payments | |
| DSH Adjustment | $544 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $17,141 |
| Total IME Payments |
| Inpatient Revenue | $414,832 |
|---|---|
| Outpatient Revenue | $404,276 |
| Total Patient Revenue | $819,108 |
| Contractual Allowances & Discounts | $707,697 |
| Net Patient Revenue | $111,411 |
| Total Operating Expenses | $111,879 |
| Net Service Income | $-468 |
| Other Income | $1,353 |
| Total Income | $885 |
| Other Expenses | |
| Net Income | $885 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,399 |
| Medicaid Charges | $93,686 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |