Tennova Healthcare - Clarksville, located at 651 Dunlop Lane in Clarksville, TN, is a 270-bed acute care hospital serving upper middle Tennessee and south central Kentucky. Conveniently located off Interstate 24, just 40 minutes northwest of Nashville, we offer a wide range of services, including cardiology, emergency medicine, and advanced surgical procedures. Tennova Healthcare - Clarksville is an Accredited Chest Pain Center and Wound Care Center of Distinction, demonstrating our commitment to quality care and patient safety. With a medical staff of 150 physicians covering over 30 specialties, we are dedicated to providing comprehensive healthcare services to our community.
| Hospital Name | Tennova Healthcare - Clarksville |
|---|---|
| Facility ID | 440035 |
| Address | 651 DUNLOP LANE |
|---|---|
| City/Town | Clarksville |
| State | TN |
| ZIP Code | 37040 |
| County/Parish | MONTGOMERY |
| Health System | Community Health Systems |
|---|---|
| Health System Website Domain | chs.net |
| Recently Joined Health System (Past 4 Years) | No |
| 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 |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
Andrew “Drew” Emery was named the hospital's new chief executive officer effective Jan. 23, 2023. [2, 4] He previously served as CEO of Woodland Heights Medical Center in Lufkin, Texas, where his successes included growing inpatient admissions, reducing hospital acquired infections, establishing the only Level III NICU within 90 miles, and overseeing multiple expansion and construction projects. [4] Emery also previously served as CEO of a hospital in Punta Gorda, Florida. [4] He holds a Bachelor of Science and Masters of Health Administration from the University of Florida. [4] He has been involved in community through board appointments on the American Heart Association, American Cancer Society, YMCA, and other organizations, and serves as a youth soccer coach. [4]
Dr. David B. Price was named to the newly created role of chief medical advisor. [5] He is a respected general surgeon who joined the hospital's medical staff in December 2015 and has held numerous leadership roles including chief of staff, chairmanships of the surgery department, credentials committee and peer review. [5] He is a native of the area, earned his bachelor's degree from Murray State University, his medical degree from the University of Louisville and did his residency at the University of Pittsburgh Medical Center-Mercy Hospital. [5]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 270 |
|---|
| FTE Employees on Payroll | 862.08 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 12258 |
| Inpatient Days (Title XIX) | 1909 |
| Total Inpatient Days | 44542 |
| Bed Count | 238 |
| Available Bed Days | 86870 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2425 |
| Discharges (Title XIX) | 1849 |
| Total Discharges | 10656 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 11031 |
| Inpatient Days (Title XIX; Adults & Peds) | 2 |
| Total Inpatient Days (Adults & Peds) | 35821 |
| Bed Count (Adults & Peds) | 205 |
| Available Bed Days (Adults & Peds) | 74825 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2425 |
| Discharges (Title XIX; Adults & Peds) | 1849 |
| Total Discharges (Adults & Peds) | 10656 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported significant challenges with transitions between departments in the hospital. Patients report challenges the cleanliness of 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 | 43% |
|---|
| 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 | Worse 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 | 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) | 159 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -15.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 8.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 16.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.7 |
| 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 | 1.4 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.8 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 23.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18 |
| 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 | Worse 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.197 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.698 |
| SSI SIR (Standardized Infection Ratio) | 0.935 |
| CDI SIR (Standardized Infection Ratio) | 0.586 |
| MRSA SIR (Standardized Infection Ratio) | 1.239 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $8,577 |
|---|---|
| Bad Debt Expense | $26,419 |
| Uncompensated Care Cost | $11,772 |
| Total Uncompensated Care | $20,449 |
| Total Salaries | $61,184 |
|---|---|
| Overhead Expenses (Non-Salary) | $127,363 |
| Depreciation Expense | $8,868 |
| Total Operating Costs | $176,888 |
| Inpatient Charges | $744,321 |
|---|---|
| Outpatient Charges | $828,830 |
| Total Patient Charges | $1,573,151 |
| Core Wage Costs | $11,003 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $61,085 |
| Contract Labor (Patient Care) | $21,181 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $69,485 |
| Allowance for Doubtful Accounts | $-36,167 |
| Inventory | $4,604 |
| Prepaid Expenses | $2,044 |
| Other Current Assets | $-43 |
| Total Current Assets | $39,925 |
| Land Value | $3,982 |
|---|---|
| Land Improvements Value | $172 |
| Building Value | $149,572 |
| Leasehold Improvements | $5,911 |
| Fixed Equipment Value | $6,781 |
| Major Movable Equipment | $45,801 |
| Minor Depreciable Equipment | $16,332 |
| Health IT Assets | |
| Total Fixed Assets | $136,417 |
| Long-Term Investments | |
|---|---|
| Other Assets | $9,707 |
| Total Other Assets | $9,707 |
| Total Assets | $186,049 |
| Accounts Payable | $10,413 |
|---|---|
| Salaries & Wages Payable | $4,394 |
| Payroll Taxes Payable | $608 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $3,880 |
| Total Current Liabilities | $-17,844 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $48,705 |
| Total Long-Term Liabilities | $48,705 |
| Total Liabilities | $30,861 |
| General Fund Balance | $155,188 |
|---|---|
| Total Fund Balances | $155,188 |
| Total Liabilities & Equity | $186,049 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $22,518 |
| Outlier Payments | |
| DSH Adjustment | $768 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $16,535 |
| Total IME Payments |
| Inpatient Revenue | $744,439 |
|---|---|
| Outpatient Revenue | $828,834 |
| Total Patient Revenue | $1,573,273 |
| Contractual Allowances & Discounts | $1,369,675 |
| Net Patient Revenue | $203,598 |
| Total Operating Expenses | $188,547 |
| Net Service Income | $15,051 |
| Other Income | $5,953 |
| Total Income | $21,004 |
| Other Expenses | |
| Net Income | $21,004 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $16,402 |
| Medicaid Charges | $243,212 |
| Net CHIP Revenue | $63 |
| CHIP Charges | $963 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |