Poplar Bluff Regional Medical Center

Poplar Bluff Regional Medical Center, located in the heart of Southeast Missouri at 3100 Oak Grove Road, Poplar Bluff, MO, is dedicated to providing quality health care to our community. We offer a wide range of medical services, including cardiology, orthopedics, emergency medicine, cancer treatment, and rehabilitation services, supported by an experienced team of physicians and caregivers. Our state-of-the-art facilities and advanced technology ensure you receive the best possible care close to home. Access your medical information on demand through our patient portal and take advantage of our free online scheduling services. We also have multiple outreach clinics to provide family practice services in a convenient setting.

Identifiers

Hospital Name Poplar Bluff Regional Medical Center
Facility ID 260119

Location

Address 3100 OAK GROVE ROAD
City/Town Poplar Bluff
State MO
ZIP Code 63901
County/Parish BUTLER

Health System

Health System Community Health Systems
Health System Website Domain chs.net
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 34
Health System Total Beds 6172
Health System Hospital Locations Alaska, Alabama, Arkansas, Arizona, Florida, Georgia, Missouri, Mississippi, New Mexico, Oklahoma, Pennsylvania, Tennessee and Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Health Management Associates
Emergency Services Yes

Clyde Wood

Chief Executive Officer

Missouri native, rejoined the hospital in 2023 as CEO, where he previously worked from 2006-2009, ultimately serving as chief operating officer. [7] Prior to this role, Clyde held various executive positions at different healthcare facilities, including Chief Executive Officer at LUTHERAN HOSPITAL OF INDIANA and Network CEO at Lake Norman Regional Medical Center. [4]

Tony Torres

Chief Operating Officer

NA

Carla Rider

Chief Nursing Officer

NA

Terri Warren

Chief Financial Officer

NA

Marcus Selvidge

Chief Quality Officer

NA

Johnna Craft

Director of Risk Management & Facility Compliance Officer

NA

Denise Rushin

Director of Human Resources

NA

Amy Latta

VP of Physician Practice

NA

Nicole Neidenberg

Director of Marketing

NA

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program No
Osteopathic Residency Program Yes
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 230

Staffing & Personnel

FTE Employees on Payroll 823.94
FTE Interns & Residents 8.02

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 13544
Inpatient Days (Title XIX) 9252
Total Inpatient Days 46118
Bed Count 251
Available Bed Days 91615
Discharges (Title V) NA
Discharges (Title XVIII) 2398
Discharges (Title XIX) 3535
Total Discharges 9800

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 11730
Inpatient Days (Title XIX; Adults & Peds) 7806
Total Inpatient Days (Adults & Peds) 39698
Bed Count (Adults & Peds) 228
Available Bed Days (Adults & Peds) 83220
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2398
Discharges (Title XIX; Adults & Peds) 3535
Total Discharges (Adults & Peds) 9800

Quality Summary

Care Quality Stengths Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 54%

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
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) 180

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 23.1
Readmission Score Hospital Return Days for Heart Failure Patients -4.4
Readmission Score Hospital Return Days for Pneumonia Patients -13
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 8
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.4
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.7
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.3
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 14.6
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 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 Number of Cases Too Small
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) 0.152
CAUTI SIR (Standardized Infection Ratio) 0.100
SSI SIR (Standardized Infection Ratio) 0.290
CDI SIR (Standardized Infection Ratio) 0.288
MRSA SIR (Standardized Infection Ratio) 1.018

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,606
Bad Debt Expense $30,601
Uncompensated Care Cost $5,840
Total Uncompensated Care $26,107

Operating Expenses ($ thousands)

Total Salaries $61,698
Overhead Expenses (Non-Salary) $137,007
Depreciation Expense $10,351
Total Operating Costs $187,713

Charges ($ thousands)

Inpatient Charges $964,208
Outpatient Charges $1,054,007
Total Patient Charges $2,018,216

Wage-Related Details ($ thousands)

Core Wage Costs $13,980
Wage Costs (RHC/FQHC) $706
Adjusted Salaries $61,569
Contract Labor (Patient Care) $5,698
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $110

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-703
Short-Term Investments
Notes Receivable
Accounts Receivable $69,810
Allowance for Doubtful Accounts $-31,371
Inventory $9,521
Prepaid Expenses $1,988
Other Current Assets $487
Total Current Assets $49,732

Balance Sheet – Fixed Assets ($ thousands)

Land Value $8,347
Land Improvements Value $1,944
Building Value $152,939
Leasehold Improvements $11,865
Fixed Equipment Value $5,983
Major Movable Equipment $44,924
Minor Depreciable Equipment $6,019
Health IT Assets
Total Fixed Assets $151,394

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $2,467
Total Other Assets $2,467
Total Assets $203,593

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $11,669
Salaries & Wages Payable $4,867
Payroll Taxes Payable $663
Short-Term Debt $221
Deferred Revenue
Other Current Liabilities $750
Total Current Liabilities $-151,441

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $13,845
Unsecured Loans
Other Long-Term Liabilities $196
Total Long-Term Liabilities $14,042
Total Liabilities $-137,400

Balance Sheet – Equity ($ thousands)

General Fund Balance $340,992
Total Fund Balances $340,992
Total Liabilities & Equity $203,593

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $16,075
DRG (Post-Oct 1) $5,575
Outlier Payments
DSH Adjustment $1,576
Eligible DSH % $0
Simulated MC Payments $15,398
Total IME Payments $340

Revenue & Income Statement ($ thousands)

Inpatient Revenue $964,208
Outpatient Revenue $1,053,409
Total Patient Revenue $2,017,617
Contractual Allowances & Discounts $1,780,459
Net Patient Revenue $237,158
Total Operating Expenses $198,706
Net Service Income $38,452
Other Income $10,096
Total Income $48,548
Other Expenses
Net Income $48,548

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $47,000
Medicaid Charges $508,931
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No