Baptist Health Medical Center-Hot Spring County, located in Malvern, AR, is a 72-bed community hospital dedicated to providing compassionate, quality care. As a faith-based institution since 1923 and part of the Baptist Health system since 2014, we offer a range of comprehensive medical services, including a Level IV Trauma Center for emergency care. We have received recognition such as the American Heart Association's Get With The Guidelines Stroke Silver Award and were named among the Top 100 Hospitals by Fortune/IBM Watson Health. Our facilities include dining services, a gift shop, and pastoral care to support your well-being during your visit.
| Hospital Name | Baptist Health Medical Center-Hot Spring County |
|---|---|
| Facility ID | 040076 |
| Address | 1001 SCHNEIDER DRIVE |
|---|---|
| City/Town | Malvern |
| State | AR |
| ZIP Code | 72104 |
| County/Parish | HOT SPRING |
| Health System | Baptist Health (AR) |
|---|---|
| Health System Website Domain | baptist-health.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 10 |
|---|---|
| Health System Total Beds | 1969 |
| Health System Hospital Locations | Arkansas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Baptist Health |
| Emergency Services | Yes |
Jay Quebedeaux was recently promoted to the role of president of regional hospitals for Baptist Health. He will continue to serve as the president for Baptist Health Medical Center-Hot Spring County and Baptist Health Medical Center-Arkadelphia. Before coming to Baptist Health in 2022, Quebedeaux was CEO of the Mena Regional Health System for seven years. He was also the CEO and COO at Sabine Medical Center in Many, Louisiana, and the CEO of North Metro Medical Center in Jacksonville. Quebedeaux has additionally held leadership roles in Texas and Colorado. Quebedeaux earned his Master of Business Administration from Amberton University in Garland, Texas, and a Bachelor of Business Administration from Lamar University in Beaumont, Texas. From 1991 to 1998, Quebedeaux was a medic and nurse and served in the 94th general hospital. He has many professional and community affiliations and is also a fellow in the American College of Healthcare Executives. Quebedeaux's family includes his wife Barbara, a daughter, Jaden, and his son, Colt.
Jim Whitley, RN is the new Nursing Operations manager for Baptist Health Medical Center-Hot Spring County. He began serving in this new role on March 28, and will be responsible for the overall management and day-to-day operations of all BHMC-Hot Spring County nursing departments. An Arkansas native, Whitley has been a nurse for 25 years and has been in nursing leadership roles for 15 years. Whitley is a member of the Saline County Quorum Court and is in his second term. He's a charter member and on the board of directors of the Grace Church in Bryant. He is married to Tammy Whitley, a local bank executive, and they have two children attending Harmony Grove schools.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 72 |
|---|
| FTE Employees on Payroll | 128.71 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1051 |
| Inpatient Days (Title XIX) | 1184 |
| Total Inpatient Days | 5713 |
| Bed Count | 71 |
| Available Bed Days | 25915 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 239 |
| Discharges (Title XIX) | 249 |
| Total Discharges | 1323 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 931 |
| Inpatient Days (Title XIX; Adults & Peds) | 1162 |
| Total Inpatient Days (Adults & Peds) | 5449 |
| Bed Count (Adults & Peds) | 61 |
| Available Bed Days (Adults & Peds) | 22265 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 239 |
| Discharges (Title XIX; Adults & Peds) | 249 |
| Total Discharges (Adults & Peds) | 1323 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns | NA |
| 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 | 72% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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 | |
| 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 | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| 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) | 102 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | -15.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| 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) | Number of Cases Too Small |
| 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 | Not Available |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| 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) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,220 |
|---|---|
| Bad Debt Expense | $1,127 |
| Uncompensated Care Cost | $1,471 |
| Total Uncompensated Care | $1,471 |
| Total Salaries | $9,043 |
|---|---|
| Overhead Expenses (Non-Salary) | $12,579 |
| Depreciation Expense | $143 |
| Total Operating Costs | $18,954 |
| Inpatient Charges | $30,113 |
|---|---|
| Outpatient Charges | $60,034 |
| Total Patient Charges | $90,147 |
| Core Wage Costs | $1,854 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $9,044 |
| Contract Labor (Patient Care) | $702 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $266 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $11,033 |
| Allowance for Doubtful Accounts | $-8,656 |
| Inventory | $363 |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets | $21,603 |
| Land Value | $70 |
|---|---|
| Land Improvements Value | $1,070 |
| Building Value | $10,750 |
| Leasehold Improvements | $15 |
| Fixed Equipment Value | $10,112 |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $10,893 |
| Long-Term Investments | |
|---|---|
| Other Assets | $357 |
| Total Other Assets | $357 |
| Total Assets | $32,854 |
| Accounts Payable | $336 |
|---|---|
| Salaries & Wages Payable | $338 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-1,180 |
| Total Current Liabilities | $-505 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $164 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,845 |
| Total Long-Term Liabilities | $2,009 |
| Total Liabilities | $1,503 |
| General Fund Balance | $31,350 |
|---|---|
| Total Fund Balances | $31,350 |
| Total Liabilities & Equity | $32,854 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,167 |
| DRG (Post-Oct 1) | $449 |
| Outlier Payments | |
| DSH Adjustment | $211 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $1,217 |
| Total IME Payments |
| Inpatient Revenue | $29,667 |
|---|---|
| Outpatient Revenue | $63,036 |
| Total Patient Revenue | $92,703 |
| Contractual Allowances & Discounts | $69,078 |
| Net Patient Revenue | $23,625 |
| Total Operating Expenses | $24,734 |
| Net Service Income | $-1,109 |
| Other Income | $2,105 |
| Total Income | $996 |
| Other Expenses | $-67 |
| Net Income | $1,063 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,608 |
| Medicaid Charges | $14,284 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | Yes--In Process of Replacing |