Novant Health Huntersville Medical Center, located in north Mecklenburg County at 10030 Gilead Road, Huntersville, NC, has been serving the Huntersville, University, and Lake Norman communities since 2004. As a full-service hospital, it offers a wide range of advanced services 24/7, including maternity, pediatric and adult emergency care, surgery, cardiovascular, and cancer care. The hospital is also a primary residency training site for the Novant Health Family Medicine Residency program. Focused on excellence and patient safety, Novant Health Huntersville Medical Center provides the community with advanced medical services from an experienced and compassionate staff, close to home.
| Hospital Name | Novant Health Huntersville Medical Center |
|---|---|
| Facility ID | 340183 |
| Address | 10030 GILEAD ROAD |
|---|---|
| City/Town | Huntersville |
| State | NC |
| ZIP Code | 28078 |
| County/Parish | MECKLENBURG |
| Health System | Novant Health |
|---|---|
| Health System Website Domain | novanthealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 15 |
|---|---|
| Health System Total Beds | 3749 |
| Health System Hospital Locations | North Carolina and South Carolina |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Novant Health |
| Emergency Services | Yes |
Mike Riley joined Novant Health Huntersville Medical Center in July 2015 as the Present & Chief Operating Officer. [4] Mike has served several leadership roles with Novant Health. Prior to his current role, Mr. Riley served as the President of Novant Health Charlotte Orthopedic Hospital and Musculoskeletal Service Line leader for the Greater Charlotte Market. [4] Mike began his career with Novant Health in 1999 as a cardiac staff nurse. [4] Mr. Riley holds the following degrees: Master of Business Administration and Master of Healthcare Administration from Pfeiffer University, an Associate Degree in Nursing from Wake Technical Community College, and Bachelor of Arts in Psychology and Bachelor of Arts in English from North Carolina State University. [4] Mike has been in the healthcare community for over 30 years, first as a certified nursing assistant and then as a registered nurse. [2]
Jason Mutch, MD was appointed Chief of Staff at Novant Health Huntersville Medical Center in September 2020. [5] He was to serve a three-year term as Chief of Staff after serving as Vice Chief of Staff. [5] Dr. Mutch has been an emergency medicine physician for 23 years and with Mid-Atlantic Emergency Medical Associates (MEMA) for 18 years. [5] He is also the Medical Director for the Department of Emergency Medicine for Novant Health Huntersville. [5] Named Charlotte Magazine's Top Doc three times. [5]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 75 |
|---|
| FTE Employees on Payroll | 749.51 |
|---|---|
| FTE Interns & Residents | 11.97 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8726 |
| Inpatient Days (Title XIX) | 625 |
| Total Inpatient Days | 33818 |
| Bed Count | 135 |
| Available Bed Days | 49275 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1825 |
| Discharges (Title XIX) | 165 |
| Total Discharges | 7153 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7151 |
| Inpatient Days (Title XIX; Adults & Peds) | 549 |
| Total Inpatient Days (Adults & Peds) | 23010 |
| Bed Count (Adults & Peds) | 113 |
| Available Bed Days (Adults & Peds) | 41245 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1825 |
| Discharges (Title XIX; Adults & Peds) | 165 |
| Total Discharges (Adults & Peds) | 7153 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | 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 |
| 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 |
| Percent of Patients Who Definitely Recommend the Hospital | 71% |
|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 222 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -15.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 18.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 4.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 10.4 |
| 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 | 1.6 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.9 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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 | 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 | Worse 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.894 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.585 |
| SSI SIR (Standardized Infection Ratio) | 0.805 |
| CDI SIR (Standardized Infection Ratio) | 0.262 |
| MRSA SIR (Standardized Infection Ratio) | 0.465 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $5,897 |
|---|---|
| Bad Debt Expense | $16,221 |
| Uncompensated Care Cost | $8,977 |
| Total Uncompensated Care | $8,977 |
| Total Salaries | $64,312 |
|---|---|
| Overhead Expenses (Non-Salary) | $121,878 |
| Depreciation Expense | $12,435 |
| Total Operating Costs | $168,715 |
| Inpatient Charges | $315,375 |
|---|---|
| Outpatient Charges | $586,334 |
| Total Patient Charges | $901,709 |
| Core Wage Costs | $15,534 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $65,215 |
| Contract Labor (Patient Care) | $13,305 |
| Wage Costs (Part A Teaching) | $171 |
| Wage Costs (Interns & Residents) | $372 |
| Cash & Bank Balances | $9 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $86,589 |
| Allowance for Doubtful Accounts | $-45,719 |
| Inventory | $3,178 |
| Prepaid Expenses | $192 |
| Other Current Assets | |
| Total Current Assets | $44,617 |
| Land Value | $3,347 |
|---|---|
| Land Improvements Value | $10,489 |
| Building Value | $109,647 |
| Leasehold Improvements | $429 |
| Fixed Equipment Value | $20,201 |
| Major Movable Equipment | $53,296 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $101,526 |
| Long-Term Investments | |
|---|---|
| Other Assets | $11,684 |
| Total Other Assets | $11,684 |
| Total Assets | $157,827 |
| Accounts Payable | $1,743 |
|---|---|
| Salaries & Wages Payable | $6,972 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $7,999 |
| Total Current Liabilities | $-892,552 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $9,623 |
| Total Long-Term Liabilities | $9,623 |
| Total Liabilities | $-882,929 |
| General Fund Balance | $1,040,755 |
|---|---|
| Total Fund Balances | $1,040,755 |
| Total Liabilities & Equity | $157,827 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $11,761 |
| DRG (Post-Oct 1) | $4,457 |
| Outlier Payments | |
| DSH Adjustment | $234 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $12,687 |
| Total IME Payments | $873 |
| Inpatient Revenue | $318,556 |
|---|---|
| Outpatient Revenue | $593,916 |
| Total Patient Revenue | $912,472 |
| Contractual Allowances & Discounts | $635,815 |
| Net Patient Revenue | $276,657 |
| Total Operating Expenses | $216,480 |
| Net Service Income | $60,178 |
| Other Income | $3,269 |
| Total Income | $63,447 |
| Other Expenses | |
| Net Income | $63,447 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $16,378 |
| Medicaid Charges | $62,772 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |