Broward Health Coral Springs, located at 3000 Coral Hills Drive in Coral Springs, Florida, is dedicated to providing expert medical care and a wide range of healthcare services for your entire family. As part of the nationally recognized Broward Health system, we offer advanced technology and patient-focused care across over 50 medical specialties. Our services include specialized women's care, a Level II NICU, expert gynecology, GYN oncology care, specialized pediatric care as a Salah Foundation Children's Hospital location, and a state-of-the-art cardiac catheterization lab. When you need advanced medical care, trust Broward Health Coral Springs, voted Best Hospital, Best Emergency Room, and Best Women's Hospital by Our City magazine in 2024.
| Hospital Name | Broward Health Coral Springs |
|---|---|
| Facility ID | 100276 |
| Address | 3000 CORAL HILLS DR |
|---|---|
| City/Town | Coral Springs |
| State | FL |
| ZIP Code | 33065 |
| County/Parish | BROWARD |
| Health System | Broward Health |
|---|---|
| Health System Website Domain | browardhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 1536 |
| Health System Hospital Locations | Florida |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Broward Health |
| Emergency Services | Yes |
Kristen Z. Bowman, MBA, was appointed as the new chief executive officer of Broward Health Coral Springs in December 2023. [3, 4, 6, 7] She previously served as interim CEO of WellStar Cobb Medical Center in Atlanta and held leadership roles including COO and Assistant Vice President of Operations at that hospital. [3, 4, 6, 7] Before that, she was administrative director of clinical operations of HCA Eastside Medical Center in Snellville, Georgia. [6, 7] Bowman earned her Bachelor of Liberal Arts and her Master of Health Sciences from the University of Tennessee, Knoxville, as well as her Master of Business Administration from Louisiana State University, Shreveport. [6, 7] She is a member of the American College of Health Care Executives. [3, 4, 6, 7]
Michael Leopold has been the Chief Operating Officer (COO) of Broward Health Coral Springs since 2017. [8] He has over 25 years of experience in healthcare management. [8] Leopold's background includes earlier days as a physical therapist, which he states stems from a passion for helping others after experiencing sports-related injuries. [8] He is described as a seasoned executive leader who excels in strategic operational initiatives, process improvement, and fostering a high-performing team culture, with an approach that embodies authenticity, compassion, and a receptive attitude. [8] Leopold earned an MBA from South University and a bachelor's degree in physical therapy from the University of Miami. [8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 200 |
|---|
| FTE Employees on Payroll | 1130.19 |
|---|---|
| FTE Interns & Residents | 6.36 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8441 |
| Inpatient Days (Title XIX) | 2812 |
| Total Inpatient Days | 52585 |
| Bed Count | 228 |
| Available Bed Days | 81760 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1779 |
| Discharges (Title XIX) | 768 |
| Total Discharges | 10920 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5277 |
| Inpatient Days (Title XIX; Adults & Peds) | 1397 |
| Total Inpatient Days (Adults & Peds) | 31341 |
| Bed Count (Adults & Peds) | 162 |
| Available Bed Days (Adults & Peds) | 57670 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1779 |
| Discharges (Title XIX; Adults & Peds) | 768 |
| Total Discharges (Adults & Peds) | 10920 |
| Care Quality Stengths | The hospital is average in every measured mortality rate 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. 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 | 67% |
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| 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 | 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) | 174 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 25.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -0.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 38.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| 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 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.8 |
| 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 | 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 | 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 | 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 | 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 | 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) | 0.311 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.163 |
| SSI SIR (Standardized Infection Ratio) | 1.467 |
| CDI SIR (Standardized Infection Ratio) | 0.098 |
| MRSA SIR (Standardized Infection Ratio) | 0.159 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $9,118 |
|---|---|
| Bad Debt Expense | $56,169 |
| Uncompensated Care Cost | $19,567 |
| Total Uncompensated Care | $43,951 |
| Total Salaries | $88,372 |
|---|---|
| Overhead Expenses (Non-Salary) | $138,986 |
| Depreciation Expense | $2,497 |
| Total Operating Costs | $217,788 |
| Inpatient Charges | $617,374 |
|---|---|
| Outpatient Charges | $559,892 |
| Total Patient Charges | $1,177,267 |
| Core Wage Costs | $13,603 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $88,372 |
| Contract Labor (Patient Care) | $9,918 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $3 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $61,762 |
| Allowance for Doubtful Accounts | $-34,524 |
| Inventory | $4,854 |
| Prepaid Expenses | |
| Other Current Assets | $2,967 |
| Total Current Assets | $35,061 |
| Land Value | $3,468 |
|---|---|
| Land Improvements Value | $2,546 |
| Building Value | $148,550 |
| Leasehold Improvements | |
| Fixed Equipment Value | $3,187 |
| Major Movable Equipment | $78,196 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $97,827 |
| Long-Term Investments | $4,102 |
|---|---|
| Other Assets | $3,073,580 |
| Total Other Assets | $3,077,682 |
| Total Assets | $3,210,571 |
| Accounts Payable | $20,915 |
|---|---|
| Salaries & Wages Payable | $8,330 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $2,848,707 |
| Total Current Liabilities | $2,877,952 |
| Mortgage Debt | $21,064 |
|---|---|
| Long-Term Notes Payable | $1,499 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $6,356 |
| Total Long-Term Liabilities | $28,919 |
| Total Liabilities | $2,906,871 |
| General Fund Balance | $303,700 |
|---|---|
| Total Fund Balances | $303,700 |
| Total Liabilities & Equity | $3,210,571 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,238 |
| DRG (Post-Oct 1) | $12,694 |
| Outlier Payments | |
| DSH Adjustment | $1,041 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $25,057 |
| Total IME Payments | $92 |
| Inpatient Revenue | $617,181 |
|---|---|
| Outpatient Revenue | $560,086 |
| Total Patient Revenue | $1,177,267 |
| Contractual Allowances & Discounts | $960,045 |
| Net Patient Revenue | $217,221 |
| Total Operating Expenses | $227,358 |
| Net Service Income | $-10,136 |
| Other Income | $36,184 |
| Total Income | $26,048 |
| Other Expenses | |
| Net Income | $26,048 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $16,989 |
| Medicaid Charges | $213,755 |
| Net CHIP Revenue | $191 |
| CHIP Charges | $2,525 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |