Williamson Medical Center

Williamson Medical Center, located at 4321 Carothers Parkway in Franklin, TN, is at the heart of the Williamson Health system, providing a wide range of services delivered by expert doctors, nurses, and staff. For over 65 years, it has been a trusted healthcare provider for the community, offering state-of-the-art facilities, including a breast health center and orthopedic health center. Nationally recognized for women's health services, including comprehensive breast care, heart care, and obstetrics, the center is also an award-winning leader in preventative and interventional cardiac services. Additionally, the hospital provides top-quality pediatric care, featuring a dedicated emergency department and inpatient care.

Identifiers

Hospital Name Williamson Medical Center
Facility ID 440029

Location

Address 4321 CAROTHERS PARKWAY
City/Town Franklin
State TN
ZIP Code 37067
County/Parish WILLIAMSON

Health System

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

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 185
Health System Hospital Locations Tennessee

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Independent
Emergency Services Yes

Phil Mazzuca

Chief Executive Officer

More than 38 years of experience in hospital management, including CEO and senior management roles at various healthcare companies across the country. Previously served as Senior Vice President for Franklin-based Community Health Systems (CHS), CEO of Parkway Medical Center, COO of IASIS Healthcare, and CEO at Brim Healthcare. Holds a master's degree in healthcare administration and a doctorate of science in health services administration from the University of Alabama, Birmingham.

Heather Rupe, D.O.

Chief of Staff

Austin Rich, M.D.

Vice Chief of Staff

Brian Perkinson, M.D.

Secretary/Treasurer (Medical Staff)

Clara Blitch, MBA, MSML, SPHR, SHRM-SCP

Chief Human Resource Officer

Bradley Bullock, M.D., MBA

Hospitalist Program Officer

Andy Russell, M.D., MBA

Chief Medical Officer

Board-certified emergency medicine physician. Named CMO of Williamson Medical Center in 2018. Served as an emergency medicine physician at Williamson Medical Center starting in 2004 and was promoted to medical director of the hospital's emergency department in 2010.

Leigh Williams, MPA, CFRE

Executive Director, Williamson Health Foundation

James (Bo) Butler

Chairman, Board of Trustees

Brown Daniel

Vice-Chairman, Board of Trustees

Kathy McGee, R.N.

Secretary/Treasurer, Board of Trustees

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 185

Staffing & Personnel

FTE Employees on Payroll 1421.56
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 10796
Inpatient Days (Title XIX) 2145
Total Inpatient Days 37624
Bed Count 203
Available Bed Days 74095
Discharges (Title V) NA
Discharges (Title XVIII) 2823
Discharges (Title XIX) 580
Total Discharges 9411

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 9344
Inpatient Days (Title XIX; Adults & Peds) 1408
Total Inpatient Days (Adults & Peds) 31347
Bed Count (Adults & Peds) 175
Available Bed Days (Adults & Peds) 63875
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2823
Discharges (Title XIX; Adults & Peds) 580
Total Discharges (Adults & Peds) 9411

Quality Summary

Care Quality Stengths High overall patient satisfaction. 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 attacks so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital.
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 78%

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
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 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) 178

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -30.8
Readmission Score Hospital Return Days for Heart Failure Patients -23.7
Readmission Score Hospital Return Days for Pneumonia Patients -26.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.1
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 1.2
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 17.1
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 13.9
Readmission Group Hospital Return Days for Heart Attack Patients Fewer Days Than Average per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Fewer Days Than Average per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients Fewer 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 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 Not Available
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) 2.218
CAUTI SIR (Standardized Infection Ratio) 1.103
SSI SIR (Standardized Infection Ratio) 0.852
CDI SIR (Standardized Infection Ratio) 0.352
MRSA SIR (Standardized Infection Ratio) 0.676

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $444
Bad Debt Expense $33,697
Uncompensated Care Cost $8,372
Total Uncompensated Care $14,565

Operating Expenses ($ thousands)

Total Salaries $120,510
Overhead Expenses (Non-Salary) $159,788
Depreciation Expense $16,629
Total Operating Costs $212,965

Charges ($ thousands)

Inpatient Charges $258,850
Outpatient Charges $658,907
Total Patient Charges $917,757

Wage-Related Details ($ thousands)

Core Wage Costs $16,840
Wage Costs (RHC/FQHC)
Adjusted Salaries $120,510
Contract Labor (Patient Care) $10,163
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $39,885
Short-Term Investments
Notes Receivable
Accounts Receivable $113,147
Allowance for Doubtful Accounts $-83,080
Inventory $6,307
Prepaid Expenses $3,194
Other Current Assets
Total Current Assets $83,181

Balance Sheet – Fixed Assets ($ thousands)

Land Value $13,120
Land Improvements Value $3,571
Building Value $326,005
Leasehold Improvements
Fixed Equipment Value $2,604
Major Movable Equipment $122,979
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $260,594

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $64,386
Other Assets $178,256
Total Other Assets $242,643
Total Assets $586,418

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $17,968
Salaries & Wages Payable $12,297
Payroll Taxes Payable $286
Short-Term Debt
Deferred Revenue
Other Current Liabilities $38,505
Total Current Liabilities $69,056

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $224,443
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $224,443
Total Liabilities $293,498

Balance Sheet – Equity ($ thousands)

General Fund Balance $292,920
Total Fund Balances $292,920
Total Liabilities & Equity $586,418

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $6,878
DRG (Post-Oct 1) $20,938
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $248,977
Outpatient Revenue $712,096
Total Patient Revenue $961,074
Contractual Allowances & Discounts $689,671
Net Patient Revenue $271,403
Total Operating Expenses $280,299
Net Service Income $-8,896
Other Income $38,659
Total Income $29,763
Other Expenses
Net Income $29,763

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $5,690
Medicaid Charges $51,209
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH Expanse
EHR Version Expanse
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No