Harlingen Medical Center

Welcome to Harlingen Medical Center, an award-winning hospital located at 2101 Pease St, Harlingen, TX, dedicated to clinical excellence and outstanding patient experiences. As a nationally recognized medical center, we have been named a Top 50 hospital for cardiovascular care and among America’s 100 Best Hospitals for orthopedic surgery. Harlingen Medical Center is also recognized for patient safety with an "A" rating from the Leapfrog Group and a Gold Plus award from the American Stroke Association. With comprehensive clinical services and a 24-hour emergency room, our team of dedicated professionals is ready to serve you and your family.

Identifiers

Hospital Name Harlingen Medical Center
Facility ID 450033

Location

Address 2101 PEASE ST
City/Town Harlingen
State TX
ZIP Code 78550
County/Parish CAMERON

Health System

Health System Prime Healthcare
Health System Website Domain primehealthcare.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 46
Health System Total Beds 9912
Health System Hospital Locations Alabama, California, Georgia, Illinois, Indiana, Kansas, Michigan, Missouri, New Jersey, Nevada, Ohio, Pennsylvania, Rhode Island and Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Prime Healthcare
Emergency Services Yes

Candi Constantine-Castillo

Chief Executive Officer

Candi Constantine-Castillo brings over thirty years of administrative and clinical operations experience to the facility and has served the Rio Grande Valley since 1998. She served as the System Chief Nursing Officer for South Texas Health System from March 2008 until December 2020. Prior to that she served as the hospital administrator for Dolly Vinsant Memorial Hospital. Most recently, she has served Cornell University as a facilitator and program lead for the post-graduate Executive Healthcare Leadership certificate program. Candi Constantine-Castillo holds numerous national board certifications and is a Fellow of the American College of Healthcare Executives.

Michael Bergstrom

Chief Financial Officer

NA

Ed Stiner

Chief Nursing Officer

NA

Padmini Bhadriraju, MD

Chief Medical Officer

A very distinguished physician, Dr. Padmini Bhadriraju, serves as the Chief Medical Officer at Harlingen Medical Center. Dr. Padmini is a board-certified internal medicine physician who has a passion for providing the highest quality of care to the community in the Rio Grande Valley. She is experienced at providing excellent management of chronic diseases for adult and senior patients.

Residency Programs

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

Capacity & Services

Licensed Beds 578

Staffing & Personnel

FTE Employees on Payroll 1176.44
FTE Interns & Residents 29.27

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 13484
Inpatient Days (Title XIX) 8037
Total Inpatient Days 95728
Bed Count 348
Available Bed Days 126911
Discharges (Title V) NA
Discharges (Title XVIII) 2310
Discharges (Title XIX) 938
Total Discharges 19138

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 11280
Inpatient Days (Title XIX; Adults & Peds) 5585
Total Inpatient Days (Adults & Peds) 77283
Bed Count (Adults & Peds) 282
Available Bed Days (Adults & Peds) 102894
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2310
Discharges (Title XIX; Adults & Peds) 938
Total Discharges (Adults & Peds) 19138

Quality Summary

Care Quality Stengths Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. 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. Patients report challenges with communication about their medications.

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 58%

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 No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients Worse 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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
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) 142

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -1.4
Readmission Score Hospital Return Days for Heart Failure Patients -13.6
Readmission Score Hospital Return Days for Pneumonia Patients 17.1
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.1
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 5.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.7
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.8
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.5
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 18.3
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.687
CAUTI SIR (Standardized Infection Ratio) 0.447
SSI SIR (Standardized Infection Ratio) 1.307
CDI SIR (Standardized Infection Ratio) 0.373
MRSA SIR (Standardized Infection Ratio) 0.525

Fiscal Period

Fiscal Year Begin Sep 01, 2022
Fiscal Year End Aug 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $23,490
Bad Debt Expense $60,475
Uncompensated Care Cost $27,685
Total Uncompensated Care $27,876

Operating Expenses ($ thousands)

Total Salaries $119,523
Overhead Expenses (Non-Salary) $223,692
Depreciation Expense $15,253
Total Operating Costs $300,586

Charges ($ thousands)

Inpatient Charges $3,115,705
Outpatient Charges $1,834,025
Total Patient Charges $4,949,729

Wage-Related Details ($ thousands)

Core Wage Costs $18,391
Wage Costs (RHC/FQHC)
Adjusted Salaries $119,179
Contract Labor (Patient Care) $6,120
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $2
Short-Term Investments
Notes Receivable
Accounts Receivable $299,262
Allowance for Doubtful Accounts $-230,196
Inventory $9,068
Prepaid Expenses $25,061
Other Current Assets
Total Current Assets $116,308

Balance Sheet – Fixed Assets ($ thousands)

Land Value $11,163
Land Improvements Value $2,853
Building Value $107,811
Leasehold Improvements $1,761
Fixed Equipment Value $17,855
Major Movable Equipment $70,386
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $115,676

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $19,305
Total Other Assets $19,305
Total Assets $251,289

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $17,064
Salaries & Wages Payable $3,257
Payroll Taxes Payable
Short-Term Debt $2,840
Deferred Revenue $149
Other Current Liabilities $2,236
Total Current Liabilities $25,545

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $16,241
Total Long-Term Liabilities $16,241
Total Liabilities $41,786

Balance Sheet – Equity ($ thousands)

General Fund Balance $209,503
Total Fund Balances $209,503
Total Liabilities & Equity $251,289

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $1,992
DRG (Post-Oct 1) $23,007
Outlier Payments
DSH Adjustment $1,624
Eligible DSH % $0
Simulated MC Payments $52,494
Total IME Payments $804

Revenue & Income Statement ($ thousands)

Inpatient Revenue $3,123,680
Outpatient Revenue $1,835,117
Total Patient Revenue $4,958,798
Contractual Allowances & Discounts $4,563,935
Net Patient Revenue $394,863
Total Operating Expenses $343,215
Net Service Income $51,648
Other Income $3,008
Total Income $54,656
Other Expenses
Net Income $54,656

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $82,336
Medicaid Charges $970,336
Net CHIP Revenue $148
CHIP Charges $3,085

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Infor
ERP Version S3
EHR is Changing No