Arkansas Surgical Hospital, located in North Little Rock, is a physician-owned specialty hospital dedicated to providing exceptional patient experiences and quality outcomes. Founded by surgeons, we offer advanced orthopedic and spine treatments, as well as breast oncology, reconstructive surgeries, and pain management. Our commitment to patient safety is reflected in our low infection rates and dedicated nursing staff. Experience the difference at Arkansas Surgical Hospital, where we prioritize your care and comfort in a hotel-like setting. We strive to lead in our specialties by utilizing innovative processes to ensure an exceptional experience.
| Hospital Name | Arkansas Surgical Hospital |
|---|---|
| Facility ID | 040147 |
| Address | 5201 NORTH SHORE DRIVE |
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| City/Town | No Little Rock |
| State | AR |
| ZIP Code | 72118 |
| County/Parish | PULASKI |
| Health System | Independent |
|---|---|
| Health System Website Domain | arksurgicalhospital.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 47 |
| Health System Hospital Locations | Arkansas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Physician |
| Ownership Details | Medical Facilities |
| Emergency Services | Yes |
Brian Fowler replaced Carrie Helm as Chief Executive Officer on January 1, 2020. [3, 8] He previously held the position of Chief Financial Officer and Chief Operations Officer. [3, 8, 16] He is responsible for the hospital continuing to meet and exceed patient expectations. [3] Fowler has served as President for the Arkansas Chapter of the Healthcare Financial Management Association and is a fellow at the Healthcare Financial Management Association. [3, 5, 16] He earned a bachelor's in accounting from Arkansas State University and an MBA from the University of Arkansas' Walton College of Business. [5, 16] He joined Arkansas Surgical Hospital in 2016. [5, 6, 16] His management philosophy is team-oriented, and he trusts his executive leadership team. [5] He is also a volunteer at Special Olympics Arkansas. [5]
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Sarah Loftin was named the new Chief Nursing Officer in February 2022. [7] She provides clinical and administrative leadership for planning, organizing, directing, monitoring and evaluating high-quality patient care. [7] Loftin joined Arkansas Surgical Hospital in 2014 as a staff nurse, became Clinical Coordinator in 2016, and was promoted to director of Quality Services and Risk Management in 2017. [7] She is a certified medical surgical nurse and received her nursing degree from Baptist Health Schools. [7] She was a recipient of the Arkansas Center for Nursing's 'Top 40 Nurse Leaders Under 40' award in 2018. [7]
Carrie Helm was replaced by Brian Fowler as CEO on January 1, 2020. [3, 8] She remains on as Executive Advisor to the Board of Managers, providing assistance to Fowler and continuing with strategy development. [3, 8] Helm joined Arkansas Surgical Hospital in 2008 after years of executive-level experience at other health facilities. [3, 8]
Dr. Scott Bowen is the Chairman of the Board and one of Arkansas Surgical Hospital's physician owners. [3, 8, 10] He commented on the leadership transition from Carrie Helm to Brian Fowler as a natural progression of an effective organization with an effective succession plan. [3, 8] He also stated that the hospital is proud to create an environment where patients receive exceptional medical treatment and a deeply personal and supportive experience. [10]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 47 |
|---|
| FTE Employees on Payroll | 235.63 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2648 |
| Inpatient Days (Title XIX) | 7 |
| Total Inpatient Days | 4796 |
| Bed Count | 47 |
| Available Bed Days | 17155 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1389 |
| Discharges (Title XIX) | 5 |
| Total Discharges | 2488 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2648 |
| Inpatient Days (Title XIX; Adults & Peds) | 7 |
| Total Inpatient Days (Adults & Peds) | 4796 |
| Bed Count (Adults & Peds) | 47 |
| Available Bed Days (Adults & Peds) | 17155 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1389 |
| Discharges (Title XIX; Adults & Peds) | 5 |
| Total Discharges (Adults & Peds) | 2488 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients were very positive about the cleanliness of the hospital. Patients were very positive about the quiet atmosphere of the hospital. 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. |
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| Care Quality Concerns |
| 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 | 88% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | |
| 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 | 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) | 160 |
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| 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 | Not Available |
| 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 | 1.4 |
| 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 | 3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 12.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Worse than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Better 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 | Number of Cases Too Small |
| 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 | |
|---|---|
| Bad Debt Expense | $134 |
| Uncompensated Care Cost | $47 |
| Total Uncompensated Care | $245 |
| Total Salaries | $15,197 |
|---|---|
| Overhead Expenses (Non-Salary) | $52,066 |
| Depreciation Expense | $2,440 |
| Total Operating Costs | $58,313 |
| Inpatient Charges | $116,667 |
|---|---|
| Outpatient Charges | $142,919 |
| Total Patient Charges | $259,586 |
| Core Wage Costs | $2,832 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $15,197 |
| Contract Labor (Patient Care) | $402 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2,523 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $9,072 |
| Allowance for Doubtful Accounts | |
| Inventory | $1,513 |
| Prepaid Expenses | $2,145 |
| Other Current Assets | |
| Total Current Assets | $15,253 |
| Land Value | $188 |
|---|---|
| Land Improvements Value | $-78 |
| Building Value | $9,125 |
| Leasehold Improvements | |
| Fixed Equipment Value | $1,116 |
| Major Movable Equipment | $27,188 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $44,564 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $59,817 |
| Accounts Payable | $7,351 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $5,590 |
| Deferred Revenue | |
| Other Current Liabilities | $6,954 |
| Total Current Liabilities | $19,895 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $2,947 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $31,378 |
| Total Long-Term Liabilities | $34,325 |
| Total Liabilities | $54,221 |
| General Fund Balance | $5,597 |
|---|---|
| Total Fund Balances | $5,597 |
| Total Liabilities & Equity | $59,817 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $12,660 |
| DRG (Post-Oct 1) | $4,431 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $116,667 |
|---|---|
| Outpatient Revenue | $142,919 |
| Total Patient Revenue | $259,586 |
| Contractual Allowances & Discounts | $184,465 |
| Net Patient Revenue | $75,121 |
| Total Operating Expenses | $66,369 |
| Net Service Income | $8,752 |
| Other Income | $404 |
| Total Income | $9,156 |
| Other Expenses | $2,370 |
| Net Income | $6,787 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $124 |
| Medicaid Charges | $1,433 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Harris MEDHOST Enterprise Clinicals |
|---|---|
| EHR Version | Harris MEDHOST Enterprise Clinicals |
| EHR is Changing | No |
| ERP | Community HIS Solution |
|---|---|
| ERP Version | NA |
| EHR is Changing | NA |