South Arkansas Regional Hospital, located at 700 West Grove Street in El Dorado, AR, is your community healthcare provider, offering expert care close to home. As a 166-bed acute care hospital and Level III Trauma Center, we provide a wide range of services, including cardiac care, surgical services, women's services, and emergency care. Our compassionate team and state-of-the-art facilities ensure your comfort and confidence throughout your health journey. We are committed to enhancing community health and wellness with comprehensive hospital care.
| Hospital Name | South Arkansas Regional Hospital |
|---|---|
| Facility ID | 040088 |
| Address | 700 WEST GROVE STREET |
|---|---|
| City/Town | El Dorado |
| State | AR |
| ZIP Code | 71730 |
| County/Parish | UNION |
| Health System | Independent |
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| Health System Website Domain | sarhcare.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
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| Health System Total Beds | 149 |
| Health System Hospital Locations | Arkansas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | South Arkansas Regional Hospital |
| Emergency Services | Yes |
Danna Wagnon Taylor serves as the president of SARH. She is a Union County native and previously served as the Medical Center of South Arkansas (MCSA) Assistant Administrator and Chief Operating Officer. She is a graduate of West Side Christian School in El Dorado and Ouachita Baptist University. Her journey in healthcare began at Melvin's pharmacy. Taylor also worked at UAMS and the Arkansas Department of Health in administrative roles. She holds a Master's Degree in Healthcare Administration from Trinity University and has over a decade of healthcare experience.
Becky Parnell's extensive leadership and educational experience strengthen the hospital's commitment to delivering high-quality patient care and fostering a supportive environment for its staff. She actively participates in state leadership roles in the Arkansas Nurses Association, Arkansas Center for Nursing, and Arkansas Nurses Foundation. Parnell has been a key figure in shaping the next generation of nursing professionals, most recently during her tenure with Ouachita Baptist University's Department of Nursing where she served as associate professor, BSN program coordinator, and acting program chair.
Alphe Wells was promoted to chief engagement officer. In this role, Wells serves as the liaison between staff, leadership, and the community. Wells joined SARH in June of the previous year as Director of Human Resources and has played a key role in recruitment, retention, and employee recognition. Wells came to SARH from Mississippi with more than 20 years of HR experience.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 149 |
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| FTE Employees on Payroll | 298.79 |
|---|---|
| FTE Interns & Residents | 0.34 |
| Inpatient Days (Title V) | 707 |
|---|---|
| Inpatient Days (Title XVIII) | 4635 |
| Inpatient Days (Title XIX) | 1585 |
| Total Inpatient Days | 14052 |
| Bed Count | 105 |
| Available Bed Days | 38325 |
| Discharges (Title V) | 401 |
| Discharges (Title XVIII) | 840 |
| Discharges (Title XIX) | 636 |
| Total Discharges | 2974 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3397 |
| Inpatient Days (Title XIX; Adults & Peds) | 1376 |
| Total Inpatient Days (Adults & Peds) | 10091 |
| Bed Count (Adults & Peds) | 97 |
| Available Bed Days (Adults & Peds) | 35405 |
| Discharges (Title V; Adults & Peds) | 401 |
| Discharges (Title XVIII; Adults & Peds) | 840 |
| Discharges (Title XIX; Adults & Peds) | 636 |
| Total Discharges (Adults & Peds) | 2974 |
| 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 Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
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| Care Quality Concerns | NA |
| Nurse Communication – Star Rating | |
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| 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 |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | |
| 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) | 102 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -25.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -19.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -21 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.1 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.7 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Fewer Days Than Average 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 | Fewer 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 | 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 |
| 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 | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $1,096 |
|---|---|
| Bad Debt Expense | $6,509 |
| Uncompensated Care Cost | $1,965 |
| Total Uncompensated Care | $1,965 |
| Total Salaries | $22,639 |
|---|---|
| Overhead Expenses (Non-Salary) | $46,697 |
| Depreciation Expense | $5,451 |
| Total Operating Costs | $61,228 |
| Inpatient Charges | $254,135 |
|---|---|
| Outpatient Charges | $239,962 |
| Total Patient Charges | $494,097 |
| Core Wage Costs | $4,218 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $22,639 |
| Contract Labor (Patient Care) | $2,622 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-117 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $22,010 |
| Allowance for Doubtful Accounts | $-8,749 |
| Inventory | $2,854 |
| Prepaid Expenses | $1,364 |
| Other Current Assets | $-18,462 |
| Total Current Assets | $-1,101 |
| Land Value | $1,058 |
|---|---|
| Land Improvements Value | $43 |
| Building Value | $15,440 |
| Leasehold Improvements | $20,181 |
| Fixed Equipment Value | $4,125 |
| Major Movable Equipment | $18,409 |
| Minor Depreciable Equipment | $7,820 |
| Health IT Assets | |
| Total Fixed Assets | $28,915 |
| Long-Term Investments | |
|---|---|
| Other Assets | $2,014 |
| Total Other Assets | $2,014 |
| Total Assets | $29,828 |
| Accounts Payable | $3,084 |
|---|---|
| Salaries & Wages Payable | $2,140 |
| Payroll Taxes Payable | $4 |
| Short-Term Debt | $299 |
| Deferred Revenue | |
| Other Current Liabilities | $184 |
| Total Current Liabilities | $-81,966 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $3,561 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $3,561 |
| Total Liabilities | $-78,405 |
| General Fund Balance | $108,233 |
|---|---|
| Total Fund Balances | $108,233 |
| Total Liabilities & Equity | $29,828 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,756 |
| DRG (Post-Oct 1) | $5,067 |
| Outlier Payments | |
| DSH Adjustment | $225 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $732 |
| Total IME Payments | $24 |
| Inpatient Revenue | $254,135 |
|---|---|
| Outpatient Revenue | $239,962 |
| Total Patient Revenue | $494,097 |
| Contractual Allowances & Discounts | $431,978 |
| Net Patient Revenue | $62,119 |
| Total Operating Expenses | $69,335 |
| Net Service Income | $-7,216 |
| Other Income | $5,575 |
| Total Income | $-1,641 |
| Other Expenses | $-0 |
| Net Income | $-1,641 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,645 |
| Medicaid Charges | $71,951 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Unknown |
|---|---|
| EHR Version | NA |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |