Crestwood Medical Center, located at One Hospital Dr SE in Huntsville, AL, is a 180-bed full-service acute care hospital dedicated to providing compassionate care with advanced medical technology. As your community healthcare provider, we offer a wide range of surgical and diagnostic procedures. Our team of approximately 1,000 healthcare professionals is proud to be recognized as a Tier 1 Facility by Blue Cross and Blue Shield of Alabama. Crestwood Medical Center is also recognized as an Accredited Chest Pain Center and a Blue Distinction Center+ for various specialties. We are committed to keeping you and your family healthy, with specialized services and a focus on creating a place of healing and connection.
| Hospital Name | Crestwood Medical Center |
|---|---|
| Facility ID | 010131 |
| Address | ONE HOSPITAL DR SE |
|---|---|
| City/Town | Huntsville |
| State | AL |
| ZIP Code | 35801 |
| County/Parish | MADISON |
| Health System | Independent |
|---|---|
| Health System Website Domain | crestwoodmedcenter.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 147 |
| Health System Hospital Locations | Alabama |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
Justin Serrano was named Chief Executive Officer of Crestwood Medical Center, beginning his role on December 9, 2024. [7, 8, 11] He brings over a decade of healthcare experience and was previously CEO of Santa Rosa Medical Center in Milton, Florida. [7, 8, 11] During his time at Santa Rosa, he focused on advancing quality, expanding access to primary care, and implementing strategies to improve operational efficiency and patient outcomes, including strengthening cardiac, stroke, and emergency care services. [7, 8, 11] Serrano holds a Master of Health Administration from Johns Hopkins Bloomberg School of Public Health and a Bachelor of Arts in Public Health Studies from Johns Hopkins University. [7, 8]
Matthew Banks was appointed Chief Executive Officer of Crestwood Medical Center effective July 18, 2022, and transitioned to an executive position focusing on physician initiatives. [5, 9] He previously served as CEO of Merit Health Wesley in Hattiesburg, Mississippi. [5, 9] Banks is a registered nurse and holds a Bachelor of Science in nursing, a Bachelor of Science in psychology, and a Master of Science in nursing with a concentration in health services administration from The University of Alabama in Birmingham, as well as an associate degree in nursing from Troy University. [5, 9]
Dr. Pam Hudson served as Chief Executive Officer of Crestwood Medical Center since 2007 and transitioned to an executive position at Crestwood with a focus on physician initiatives. [5, 9, 15] She was the first physician named as CEO of a hospital in North Alabama and is a Board Certified Family Practitioner. [15] During her 26 years at Crestwood, she also served as Chief Operating Officer, Chief Medical Officer, and Chief of Emergency Medicine. [15]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 147 |
|---|
| FTE Employees on Payroll | 955.06 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11469 |
| Inpatient Days (Title XIX) | 3714 |
| Total Inpatient Days | 39718 |
| Bed Count | 164 |
| Available Bed Days | 62170 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2410 |
| Discharges (Title XIX) | 701 |
| Total Discharges | 8715 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10225 |
| Inpatient Days (Title XIX; Adults & Peds) | 2274 |
| Total Inpatient Days (Adults & Peds) | 31263 |
| Bed Count (Adults & Peds) | 142 |
| Available Bed Days (Adults & Peds) | 52465 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2410 |
| Discharges (Title XIX; Adults & Peds) | 701 |
| Total Discharges (Adults & Peds) | 8715 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients report challenges the cleanliness of the hospital. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. |
| 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 | 65% |
|---|
| 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) | 194 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -1.9 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 36.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 12.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.8 |
| 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 | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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 | Better 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) | 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 Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $4,317 |
|---|---|
| Bad Debt Expense | $16,484 |
| Uncompensated Care Cost | $5,358 |
| Total Uncompensated Care | $5,358 |
| Total Salaries | $65,469 |
|---|---|
| Overhead Expenses (Non-Salary) | $155,578 |
| Depreciation Expense | $8,472 |
| Total Operating Costs | $208,086 |
| Inpatient Charges | $1,372,920 |
|---|---|
| Outpatient Charges | $2,137,274 |
| Total Patient Charges | $3,510,193 |
| Core Wage Costs | $12,833 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $65,469 |
| Contract Labor (Patient Care) | $5,122 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $45 |
| Cash & Bank Balances | $-9 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $50,147 |
| Allowance for Doubtful Accounts | $-17,270 |
| Inventory | $7,737 |
| Prepaid Expenses | $1,790 |
| Other Current Assets | $59 |
| Total Current Assets | $42,453 |
| Land Value | $10,498 |
|---|---|
| Land Improvements Value | $1,780 |
| Building Value | $107,915 |
| Leasehold Improvements | $19,114 |
| Fixed Equipment Value | $3,595 |
| Major Movable Equipment | $45,047 |
| Minor Depreciable Equipment | $10,966 |
| Health IT Assets | |
| Total Fixed Assets | $94,061 |
| Long-Term Investments | |
|---|---|
| Other Assets | $15,541 |
| Total Other Assets | $15,541 |
| Total Assets | $152,055 |
| Accounts Payable | $12,389 |
|---|---|
| Salaries & Wages Payable | $5,864 |
| Payroll Taxes Payable | $-4 |
| Short-Term Debt | $305 |
| Deferred Revenue | |
| Other Current Liabilities | $11,826 |
| Total Current Liabilities | $-146,030 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $539 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $539 |
| Total Liabilities | $-145,491 |
| General Fund Balance | $297,546 |
|---|---|
| Total Fund Balances | $297,546 |
| Total Liabilities & Equity | $152,055 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,265 |
| DRG (Post-Oct 1) | $18,239 |
| Outlier Payments | |
| DSH Adjustment | $167 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $20,471 |
| Total IME Payments |
| Inpatient Revenue | $1,373,100 |
|---|---|
| Outpatient Revenue | $2,137,274 |
| Total Patient Revenue | $3,510,374 |
| Contractual Allowances & Discounts | $3,251,440 |
| Net Patient Revenue | $258,935 |
| Total Operating Expenses | $221,047 |
| Net Service Income | $37,888 |
| Other Income | $3,673 |
| Total Income | $41,561 |
| Other Expenses | |
| Net Income | $41,561 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,904 |
| Medicaid Charges | $153,718 |
| Net CHIP Revenue | $273 |
| CHIP Charges | $2,748 |
| EHR | Altera Paragon |
|---|---|
| EHR Version | Paragon |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |