We are committed to continuous improvement and accountability.We report data made publicly available by CMS Hospital Compare, as well as our most current corresponding internal data.
|National Average Jan 2016 - Dec 2016||BGH Hospital Compare Data Jan 2016 - Dec 2016||CGH Hospital Compare Data Jan 2016 - Dec 2016||MGH Hospital Compare Data Jan 2016 - Dec 2016|
|Percentage of patients receiving appropriate recommendation for follow-up screening colonoscopy||85||100||N/A||81|
|Percentage of patients with history of polyps receiving follow-up colonoscopy in the appropriate timeframe||90||N/A||N/A||93|
|National Average Oct 2016 - March 2017||BGH Hospital Compare Oct 2016 - March 2017||CGH Latest Compare Oct 2016 - March 2017||MGH Hospital Compare Oct 2016 - March 2017|
|Assessed and Given Influenza Vaccination||93||91||99||98|
|Healthcare workers given influenza vaccination||88||90|
Assessed and Given Influenza Vaccination
Flu shots reduce the risk of influenza, a serious and sometimes deadly lung infection that can spread quickly in a community or facility
|Timely Emergency Department Care||Medicare Definition||Additional Infotmation||National Average Oct 2016 - Sept 2017||BGH Hospital Compare Data Oct 2016 - Sept 2017||CGH Hospital Compare Data Oct 2016 - Sept 2017||MGH Hospital Compare Data Oct 2016 - Sept 2017|
|Average (median) time patients spent in the emergency department, before they were admitted to the hospital as an inpatient.||This number only includes patients who were admitted to the hospital as an inpatient. It doesn't include those people who went home. Long stays in an emergency department before a patient is admitted may be a sign that the emergency department is understaffed or overcrowded. This may result in delays in treatment or lower quality care.||211 minutes||234 minutes||240 minutes||223 minutes|
|Average (median) time patients spent in the emergency department, after the doctor decided to admit them as an inpatient before leaving the emergency department for their inpatient room.||Delays in transferring emergency department patients to an inpatient unit may be a sign that there's not enough staff or there's poor coordination among hospital departments. Long delays can also create more stress for patients and families.||56 minutes||75 minutes||74 minutes||62 minutes|
|Average (median) time patients spent in the emergency department before leaving from the visit.||Long stays in the emergency department before a patient is sent home may be a sign that the emergency department is understaffed or overcrowded. This may result in delays in treatment, increased suffering for those who wait, and unpleasant treatment environments.||111 minutes||128 minutes||124 minutes||128 minutes|
|Average time patients spent in the emergency department before they were seen by a healthcare professional.||Delays in being seen by a healthcare provider may be a sign that the emergency department is understaffed or overcrowded. This may result in delays in treatment or lower quality care. In addition, long delays can create more stress for patients and families.||17 minutes||39 minutes||24 minutes||21 minutes|
|Average time patients who came to the emergency department with broken bones had to wait before receiving pain medication.||Long waits before a patient is treated may be a sign that the emergency department is understaffed or overcrowded. For patients with broken bones, long waits without pain medication cause unnecessary increased suffering.||49 minutes||44 minutes||48 minutes||53 minutes|
|Percentage of patients who left the emergency department before being seen.||Lower percentages are better.||2%||3%||N/A||3%|
NONDISCRIMINATION NOTICE STATEMENT
West Tennessee Healthcare (WTH) does not exclude, deny benefits to, or otherwise discriminate against any person on the grounds of race, color, national origin, age, religion, disability, Limited English Proficiency or sex, including discrimination based on gender identity, sexual orientation, sex stereotyping or pregnancy in admission to, participation in, or receipt of the services and benefits under any of its programs and activities, whether carried out by WTH directly or through a contractor or any other entity with which WTH arranges to carry out its programs and activities.
For further information about this policy, contact Amy Garner (731) 541-9914.