Winter Haven Hospital

Winter Haven Hospital, founded in 1926 and located at 200 Ave F NE, Winter Haven, FL, is a leading 468-bed acute care hospital with an outstanding reputation for superior, patient-centered care. As part of the BayCare Health System, our mission is to improve the health of the people we serve by providing the highest quality and most effective care and services. We offer extensive services, including interventional cardiology, oncology, orthopedics, and emergency care, and are recognized as a Magnet Nursing Center of Excellence. Contact our customer service specialists 24/7 for assistance.

Identifiers

Hospital Name Winter Haven Hospital
Facility ID 100052

Location

Address 200 AVE F NE
City/Town Winter Haven
State FL
ZIP Code 33881
County/Parish POLK

Health System

Health System BayCare
Health System Website Domain baycare.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 10
Health System Total Beds 4367
Health System Hospital Locations Florida

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details BayCare Health System
Emergency Services Yes

Tom Garthwaite

President, Winter Haven Hospital and Winter Haven Women's Hospital

BayCare has selected Tom Garthwaite as the president of Winter Haven Hospital and Winter Haven Women's Hospital. [4] Garthwaite, who had been interim president since Jan. 2, 2023, is a BayCare veteran who most recently served as president of St. Joseph's Hospital-North in Lutz since 2020. [4, 16] Garthwaite started his BayCare career as the director of operations at St. Joseph's Hospital in Tampa. [4, 16] Prior to BayCare, Tom served in leadership roles for a health care system on Florida's east coast after starting his career as a radiologic technologist. [4] His Bachelor of Science degree comes from the University of Central Florida, and his master's degree in health service management from Florida Institute of Technology. [4, 16]

Dr. Arif Asif

Vice President and Chief Medical Officer, Winter Haven Hospital/Winter Haven Women's Hospital

A new vice president and chief medical officer has joined the Winter Haven Hospital/Winter Haven Women's Hospital team, effective March 11, 2024. [17] Dr. Arif Asif joins BayCare from Hackensack Meridian Health System in New Jersey, having held various roles including vice president of clinical operations, assistant chief medical officer, chair of department of medicine, chair of performance improvement and associate residency program director, among others. [17] He is board certified in internal medicine. [17] He holds two master's degrees: one in healthcare management from Harvard University and another in population health from Johns Hopkins University, in addition to an MBA from the University of Texas at Tyler. [17]

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 508

Staffing & Personnel

FTE Employees on Payroll 1903.33
FTE Interns & Residents 14.23

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 19724
Inpatient Days (Title XIX) 11502
Total Inpatient Days 94795
Bed Count 490
Available Bed Days 175565
Discharges (Title V) NA
Discharges (Title XVIII) 3865
Discharges (Title XIX) 610
Total Discharges 18731

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 17257
Inpatient Days (Title XIX; Adults & Peds) 7968
Total Inpatient Days (Adults & Peds) 80515
Bed Count (Adults & Peds) 429
Available Bed Days (Adults & Peds) 153300
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3865
Discharges (Title XIX; Adults & Peds) 610
Total Discharges (Adults & Peds) 18731

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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 Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

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 64%

Mortality Group Indicators

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 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 Worse Than National Average
Mortality Group – Death Rate for Pneumonia Patients Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 210

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 19.5
Readmission Score Hospital Return Days for Heart Failure Patients 29.5
Readmission Score Hospital Return Days for Pneumonia Patients 60.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.3
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.7
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.7
Readmission Score Rate of Readmission for CABG 10.8
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.5
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.8
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients More Days Than Average 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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.829
CAUTI SIR (Standardized Infection Ratio) 0.347
SSI SIR (Standardized Infection Ratio) 0.884
CDI SIR (Standardized Infection Ratio) 0.324
MRSA SIR (Standardized Infection Ratio) 0.414

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $17,724
Bad Debt Expense $28,245
Uncompensated Care Cost $23,587
Total Uncompensated Care $56,876

Operating Expenses ($ thousands)

Total Salaries $137,664
Overhead Expenses (Non-Salary) $317,056
Depreciation Expense $16,180
Total Operating Costs $402,162

Charges ($ thousands)

Inpatient Charges $1,107,474
Outpatient Charges $949,693
Total Patient Charges $2,057,167

Wage-Related Details ($ thousands)

Core Wage Costs $32,395
Wage Costs (RHC/FQHC)
Adjusted Salaries $138,548
Contract Labor (Patient Care) $51,141
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $211

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $7
Short-Term Investments
Notes Receivable
Accounts Receivable $170,561
Allowance for Doubtful Accounts $-127,796
Inventory $11,067
Prepaid Expenses $2,842
Other Current Assets
Total Current Assets $-55,177

Balance Sheet – Fixed Assets ($ thousands)

Land Value $14,280
Land Improvements Value $4,695
Building Value $217,005
Leasehold Improvements
Fixed Equipment Value $105,919
Major Movable Equipment $-30
Minor Depreciable Equipment $383
Health IT Assets
Total Fixed Assets $184,391

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $110,492
Other Assets $15,516
Total Other Assets $126,009
Total Assets $255,222

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $10,596
Salaries & Wages Payable $11,407
Payroll Taxes Payable
Short-Term Debt $63
Deferred Revenue
Other Current Liabilities
Total Current Liabilities $24,898

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $10,853
Total Long-Term Liabilities $10,853
Total Liabilities $35,751

Balance Sheet – Equity ($ thousands)

General Fund Balance $219,471
Total Fund Balances $219,471
Total Liabilities & Equity $255,222

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $29,063
DRG (Post-Oct 1) $9,638
Outlier Payments
DSH Adjustment $1,678
Eligible DSH % $0
Simulated MC Payments $64,509
Total IME Payments $672

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,116,283
Outpatient Revenue $985,328
Total Patient Revenue $2,101,611
Contractual Allowances & Discounts $1,683,285
Net Patient Revenue $418,326
Total Operating Expenses $454,720
Net Service Income $-36,394
Other Income $10,270
Total Income $-26,125
Other Expenses $0
Net Income $-26,125

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $26,192
Medicaid Charges $299,778
Net CHIP Revenue $18
CHIP Charges $310

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing No