AdventHealth Polk

AdventHealth Polk, located in Columbus, NC, extends the healing ministry of Christ by providing whole-person care that heals the body, strengthens the mind, and lifts the spirit. As a critical access hospital, formerly known as St. Luke's Hospital, we offer a range of medical services including emergency care, cancer care, heart and vascular care, and behavioral health. Our legacy of caring runs deep, and we are committed to improving the health and well-being of our community through state-of-the-art technology and compassionate providers. Experience exceptional care and a promise of wholeness at AdventHealth Polk, one of the region's top-rated hospitals within 200 miles.

Identifiers

Hospital Name AdventHealth Polk
Facility ID 341322

Location

Address 101 HOSPITAL DRIVE
City/Town Columbus
State NC
ZIP Code 28722
County/Parish POLK

Health System

Health System AdventHealth
Health System Website Domain adventhealth.com
Recently Joined Health System (Past 4 Years) Yes

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 Critical Access Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details AdventHealth
Emergency Services Yes

Brandon Nudd, FACHE

President and Chief Executive Officer

Brandon Nudd, FACHE, is the President and Chief Executive Officer at AdventHealth Polk. He has over 20 years of healthcare experience, beginning his career with AdventHealth as a human resources resident. Nudd previously served as CEO for Castle Rock Adventist Hospital in Castle Rock, Colorado, and as chief operating officer at AdventHealth Gordon and AdventHealth Murray. He also served as administrative director of organizational development and primary care services at AdventHealth Hendersonville from 2011 to 2014. Nudd earned a Bachelor of Business Administration from Southern Adventist University and a Master of Business Administration from Kennesaw State University. He is board-certified in healthcare management from the American College of Healthcare Executives and was in the inaugural cohort of AdventHealth’s Executive Leadership Program.

Stephanie Postol, MBA, BSN, RN

Chief Nursing Officer/Vice President

Stephanie Postol is the Chief Nursing Officer/Vice President at AdventHealth Polk. She has an MBA, BSN, and RN. Prior to this role, Stephanie Postol was the Quality Director and Safety Officer and the executive director of nursing operations at St. Luke's Hospital, now AdventHealth Polk.

Elizabeth Presnell

Chief Financial Officer/Vice President

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 35

Staffing & Personnel

FTE Employees on Payroll 171.65
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2109
Inpatient Days (Title XIX) 33
Total Inpatient Days 4436
Bed Count 25
Available Bed Days 9125
Discharges (Title V) NA
Discharges (Title XVIII) 344
Discharges (Title XIX) 13
Total Discharges 820

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1355
Inpatient Days (Title XIX; Adults & Peds) 31
Total Inpatient Days (Adults & Peds) 3126
Bed Count (Adults & Peds) 19
Available Bed Days (Adults & Peds) 6935
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 344
Discharges (Title XIX; Adults & Peds) 13
Total Discharges (Adults & Peds) 820

Quality Summary

Care Quality Stengths Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. 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 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 85%

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 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
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
Mortality Group – Iatrogenic Pneumothorax Rate
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate
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
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 124

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -4.4
Readmission Score Hospital Return Days for Pneumonia Patients -22.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.5
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.7
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.3
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 20.3
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.1
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Average Days 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 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 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 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) NA
CAUTI SIR (Standardized Infection Ratio) NA
SSI SIR (Standardized Infection Ratio) NA
CDI SIR (Standardized Infection Ratio) NA
MRSA SIR (Standardized Infection Ratio) NA

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,391
Bad Debt Expense $3,967
Uncompensated Care Cost $2,621
Total Uncompensated Care $3,556

Operating Expenses ($ thousands)

Total Salaries $17,268
Overhead Expenses (Non-Salary) $29,958
Depreciation Expense $2,383
Total Operating Costs $38,343

Charges ($ thousands)

Inpatient Charges $22,250
Outpatient Charges $102,039
Total Patient Charges $124,289

Wage-Related Details ($ thousands)

Core Wage Costs
Wage Costs (RHC/FQHC)
Adjusted Salaries
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $19,658
Short-Term Investments
Notes Receivable
Accounts Receivable $23,296
Allowance for Doubtful Accounts $-16,822
Inventory $1,018
Prepaid Expenses $212
Other Current Assets
Total Current Assets $27,975

Balance Sheet – Fixed Assets ($ thousands)

Land Value $59
Land Improvements Value $491
Building Value $19,774
Leasehold Improvements $52
Fixed Equipment Value
Major Movable Equipment $19,993
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $12,587

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $10,973
Other Assets
Total Other Assets $10,973
Total Assets $51,535

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,674
Salaries & Wages Payable $2,967
Payroll Taxes Payable
Short-Term Debt $279
Deferred Revenue
Other Current Liabilities $2,957
Total Current Liabilities $7,877

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $1,430
Unsecured Loans
Other Long-Term Liabilities $37
Total Long-Term Liabilities $1,467
Total Liabilities $9,344

Balance Sheet – Equity ($ thousands)

General Fund Balance $42,191
Total Fund Balances $42,191
Total Liabilities & Equity $51,535

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $23,365
Outpatient Revenue $119,460
Total Patient Revenue $142,826
Contractual Allowances & Discounts $92,382
Net Patient Revenue $50,443
Total Operating Expenses $51,333
Net Service Income $-890
Other Income $1,212
Total Income $322
Other Expenses
Net Income $322

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $1,928
Medicaid Charges $10,369
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