Cookeville Regional Medical Center, located at 1 Medical Center Boulevard in Cookeville, TN, is the premier healthcare provider in the Upper Cumberland region. As a 269-bed regional referral center, we offer advanced medical and surgical specialties, including heart care, robotic surgery, and world-class imaging. Cookeville Regional is committed to delivering exceptional patient care using state-of-the-art equipment and techniques, reinvesting millions each year to meet the evolving healthcare needs of our community. We are proud to be a member of the Vanderbilt Affiliated Health Network, ensuring access to a wide range of services and expertise. Choose Cookeville Regional Medical Center, where it's more than just healthcare; it's the way we care.
| Hospital Name | Cookeville Regional Medical Center |
|---|---|
| Facility ID | 440059 |
| Address | 1 MEDICAL CENTER BOULEVARD |
|---|---|
| City/Town | Cookeville |
| State | TN |
| ZIP Code | 38501 |
| County/Parish | PUTNAM |
| Health System | Independent |
|---|---|
| Health System Website Domain | crmchealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 269 |
| Health System Hospital Locations | Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Cookeville Regional Health System |
| Emergency Services | Yes |
Buffy Key, Chief Executive Officer (CEO) of Cookeville Regional Medical Center (CRMC), has been appointed to the Tennessee Hospital Association's (THA) Board of Directors. [8] Key's career has spanned over 32 years of health care and hospital experience. [8] She was named the CEO of CRMC in Sept. 2023 and was appointed by Governor Bill Lee to serve on the State of Tennessee Lab Board in March 2023. [8] Key has seen health care evolve from the ground up as she started her health care career as a medical laboratory scientist at Vanderbilt University Medical Center while serving in the Army National Guard. [8] She holds a bachelor's degree in medical technology from East Tennessee State University and a master of management in health care from Vanderbilt University. [13] She previously worked in the laboratory at Johnson City Medical Center, CRMC and Vanderbilt. [13] She also worked with the Bayer Corporation as a field service engineer in the diagnostics division and then returned to CRMC as the lab manager and director. [13] Buffy left CRMC to return to Vanderbilt as the administrative director of operations-clinical laboratories where she was responsible for 27 departments. [13] In 2011, Key relocated to her hometown of Cookeville to lead as the senior vice president for quality and operations at CRMC. [8] Key was quickly recognized as a leader in that role as she received the Tennessee Hospital Association's 2016 Patient Safety Leadership Award. [8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 269 |
|---|
| FTE Employees on Payroll | 1826.93 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 20837 |
| Inpatient Days (Title XIX) | 9598 |
| Total Inpatient Days | 59156 |
| Bed Count | 212 |
| Available Bed Days | 77380 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4177 |
| Discharges (Title XIX) | 1727 |
| Total Discharges | 12330 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 17336 |
| Inpatient Days (Title XIX; Adults & Peds) | 6013 |
| Total Inpatient Days (Adults & Peds) | 46262 |
| Bed Count (Adults & Peds) | 168 |
| Available Bed Days (Adults & Peds) | 61320 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4177 |
| Discharges (Title XIX; Adults & Peds) | 1727 |
| Total Discharges (Adults & Peds) | 12330 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | 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. Hospital does not do a good job of treating conditions like pneumonia 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 | 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 | No Different Than National Average |
| 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) | 259 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 5.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 18.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 38.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.3 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.8 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.8 |
| 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 | 11.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 19.1 |
| 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 | More 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| 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 | Worse Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 1.238 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.813 |
| SSI SIR (Standardized Infection Ratio) | 1.100 |
| CDI SIR (Standardized Infection Ratio) | 0.467 |
| MRSA SIR (Standardized Infection Ratio) | 1.583 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $5,773 |
|---|---|
| Bad Debt Expense | $24,591 |
| Uncompensated Care Cost | $13,166 |
| Total Uncompensated Care | $13,166 |
| Total Salaries | $121,761 |
|---|---|
| Overhead Expenses (Non-Salary) | $242,891 |
| Depreciation Expense | $14,545 |
| Total Operating Costs | $334,427 |
| Inpatient Charges | $456,470 |
|---|---|
| Outpatient Charges | $674,287 |
| Total Patient Charges | $1,130,757 |
| Core Wage Costs | $31,669 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $121,704 |
| Contract Labor (Patient Care) | $10,912 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $11,883 |
|---|---|
| Short-Term Investments | $44,558 |
| Notes Receivable | |
| Accounts Receivable | $95,535 |
| Allowance for Doubtful Accounts | |
| Inventory | $11,210 |
| Prepaid Expenses | $18,643 |
| Other Current Assets | $116,079 |
| Total Current Assets | $298,861 |
| Land Value | $17,471 |
|---|---|
| Land Improvements Value | $6,019 |
| Building Value | $189,709 |
| Leasehold Improvements | |
| Fixed Equipment Value | $19,581 |
| Major Movable Equipment | $129,200 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $142,428 |
| Long-Term Investments | $-174,948 |
|---|---|
| Other Assets | |
| Total Other Assets | $-174,948 |
| Total Assets | $266,341 |
| Accounts Payable | $-15,018 |
|---|---|
| Salaries & Wages Payable | $-9,745 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-6 |
| Total Current Liabilities | $-15,163 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $-55,265 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-1,036 |
| Total Long-Term Liabilities | $-56,301 |
| Total Liabilities | $-71,464 |
| General Fund Balance | $194,877 |
|---|---|
| Total Fund Balances | $194,877 |
| Total Liabilities & Equity | $123,413 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $10,817 |
| DRG (Post-Oct 1) | $35,591 |
| Outlier Payments | |
| DSH Adjustment | $2,358 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $35,232 |
| Total IME Payments |
| Inpatient Revenue | $454,817 |
|---|---|
| Outpatient Revenue | $681,739 |
| Total Patient Revenue | $1,136,557 |
| Contractual Allowances & Discounts | $764,093 |
| Net Patient Revenue | $372,464 |
| Total Operating Expenses | $364,652 |
| Net Service Income | $7,812 |
| Other Income | $-9,586 |
| Total Income | $-1,774 |
| Other Expenses | |
| Net Income | $-1,774 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $69,034 |
| Medicaid Charges | $162,740 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Altera Paragon |
|---|---|
| EHR Version | Paragon |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |