AdventHealth Waterman

AdventHealth Waterman, located at 1000 Waterman Way in Tavares, FL, is a leading hospital dedicated to whole-person care, healing your body, mind, and spirit. As a Grade A Safety hospital in Lake County since 2013, we offer advanced medical treatments and expert care, including 24/7 emergency services, comprehensive cancer care, and specialized women's and children's services. Our mission is to help you reach your God-given potential through disease prevention, early detection, and proactive, collaborative care. Experience our warm, community-focused approach, where we treat every patient and visitor like family.

Identifiers

Hospital Name AdventHealth Waterman
Facility ID 100057

Location

Address 1000 WATERMAN WAY
City/Town Tavares
State FL
ZIP Code 32778
County/Parish LAKE

Health System

Health System AdventHealth
Health System Website Domain adventhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 34
Health System Total Beds 8772
Health System Hospital Locations Colorado, Florida, Georgia, Kansas, Kentucky, North Carolina, Texas and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details AdventHealth
Emergency Services No

Abel Biri

President/CEO

Abel Biri has accepted the position of Chief Executive Officer for Florida Hospital Waterman, effective May 30, 2017. [10] He returns to Florida Hospital Waterman, where he once served as chief operating officer. [10] Biri previously served as vice president and chief operating officer for Florida Hospital Waterman, and his executive oversight in areas such as the Cancer Institute, diagnostic imaging, surgical and cardiovascular services, and business development helped drive operational efficiency and overall market growth. [10] As COO, Biri oversaw the installation of two new catheterization labs in the Heart Center, managed new technology upgrades for the diagnostic imaging department and Cancer Institute, and was instrumental in developing a new land use plan that will be foundational to the future growth and expansion of the campus. [10] His more than two decades of broad health care experience also includes providing [10] strong leadership qualities, sound acumen and dedication to Extending the Healing Ministry of Christ during his more than 20 years with our organization. [10]

Anita Young

Chief Operating Officer

NA

Floriano Putigna, DO

Chief Medical Officer

NA

Lisa Bowman

Chief Nursing Officer

NA

Andrii Korchuk

Chief Financial Officer

NA

Michael Fountain, DO

Chief of Staff

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 269

Staffing & Personnel

FTE Employees on Payroll 1534
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 23558
Inpatient Days (Title XIX) 805
Total Inpatient Days 69019
Bed Count 288
Available Bed Days 105120
Discharges (Title V) NA
Discharges (Title XVIII) 4947
Discharges (Title XIX) 220
Total Discharges 15189

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 16661
Inpatient Days (Title XIX; Adults & Peds) 702
Total Inpatient Days (Adults & Peds) 61126
Bed Count (Adults & Peds) 248
Available Bed Days (Adults & Peds) 90520
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 4947
Discharges (Title XIX; Adults & Peds) 220
Total Discharges (Adults & Peds) 15189

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does an above-average 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 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 69%

Mortality Group Indicators

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 Better Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different 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) 215

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -0.1
Readmission Score Hospital Return Days for Heart Failure Patients -15.3
Readmission Score Hospital Return Days for Pneumonia Patients -12.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.5
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 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.6
Readmission Score Rate of Readmission for CABG 10.9
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.9
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.1
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15
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) No Different Than the National Rate
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.956
CAUTI SIR (Standardized Infection Ratio) 0.675
SSI SIR (Standardized Infection Ratio) 0.885
CDI SIR (Standardized Infection Ratio) 0.306
MRSA SIR (Standardized Infection Ratio) 0.640

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $16,800
Bad Debt Expense $16,041
Uncompensated Care Cost $19,836
Total Uncompensated Care $41,514

Operating Expenses ($ thousands)

Total Salaries $128,979
Overhead Expenses (Non-Salary) $228,061
Depreciation Expense $22,987
Total Operating Costs $309,791

Charges ($ thousands)

Inpatient Charges $933,630
Outpatient Charges $852,300
Total Patient Charges $1,785,930

Wage-Related Details ($ thousands)

Core Wage Costs $23,885
Wage Costs (RHC/FQHC)
Adjusted Salaries $120,209
Contract Labor (Patient Care) $18,420
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $291,235
Short-Term Investments
Notes Receivable
Accounts Receivable $59,729
Allowance for Doubtful Accounts $-15,106
Inventory $5,551
Prepaid Expenses $6,742
Other Current Assets $5,950
Total Current Assets $354,491

Balance Sheet – Fixed Assets ($ thousands)

Land Value $12,058
Land Improvements Value $13,943
Building Value $207,068
Leasehold Improvements
Fixed Equipment Value $37,383
Major Movable Equipment $107,371
Minor Depreciable Equipment
Health IT Assets $21,523
Total Fixed Assets $181,896

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $34,535
Other Assets $15,724
Total Other Assets $50,259
Total Assets $586,645

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $12,853
Salaries & Wages Payable $13,384
Payroll Taxes Payable
Short-Term Debt $2,361
Deferred Revenue
Other Current Liabilities $28,492
Total Current Liabilities $57,091

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $63,317
Unsecured Loans
Other Long-Term Liabilities $2,545
Total Long-Term Liabilities $65,862
Total Liabilities $122,953

Balance Sheet – Equity ($ thousands)

General Fund Balance $463,692
Total Fund Balances $463,692
Total Liabilities & Equity $586,645

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $37,103
DRG (Post-Oct 1) $13,387
Outlier Payments
DSH Adjustment $769
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $929,273
Outpatient Revenue $857,375
Total Patient Revenue $1,786,648
Contractual Allowances & Discounts $1,447,934
Net Patient Revenue $338,715
Total Operating Expenses $357,040
Net Service Income $-18,325
Other Income $-34,671
Total Income $-52,996
Other Expenses
Net Income $-52,996

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $12,895
Medicaid Charges $199,309
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing Yes--In Process of Replacing