Cox Medical Center Branson

Cox Medical Center Branson, located at 525 Branson Landing Blvd, is a full-service hospital dedicated to providing comprehensive and advanced care for the residents and visitors of Stone and Taney counties. Our recently expanded and renovated facilities, including our emergency department, critical care units, and Women's Center, ensure you receive the care you need right here close to home. With a team of 62 physicians covering 50 specialty areas, we offer a broad spectrum of medical services. Experience exceptional healthcare with us, where your well-being is our top priority.

Identifiers

Hospital Name Cox Medical Center Branson
Facility ID 260094

Location

Address 525 BRANSON LANDING BLVD, PO BOX 650
City/Town Branson
State MO
ZIP Code 65615
County/Parish TANEY

Health System

Health System CoxHealth
Health System Website Domain coxhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 6
Health System Total Beds 1165
Health System Hospital Locations Missouri

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details CoxHealth
Emergency Services Yes

William Mahoney

President, Cox Medical Center Branson, Senior Vice President Community Hospital Group

William Mahoney has more than 27 years of leadership experience in rural hospitals. He began his tenure as president and chief executive officer at Skaggs Regional Medical Center (now Cox Medical Center Branson) in January 2010. He led efforts to find a strategic partner, and in 2013, Skaggs became a subsidiary of CoxHealth. He oversees CoxHealth's three rural hospitals: Cox Medical Center Branson, Cox Barton County Hospital, and Cox Monett Hospital. Before joining the hospital in Branson, Mahoney served as a United States Marine. He earned a bachelor's degree in health services management from the University of Illinois and a master's in health care administration from the University of Missouri. He served for 5 1/2 years as president and chief executive officer of Labette Health in Parsons, Kansas.

David Strong

Chief Financial Officer & Vice President, Cox Medical Center Branson

NA

Trina Hargis

Vice President of Nursing, Community Hospital Group

Trina Hargis was named vice president of nursing for CoxHealth's community hospital group, effective June 26, 2023. She oversees the nursing practices at CoxHealth's hospitals in Branson, Monett and Barton County and has direct clinical operations responsibilities at Cox Medical Center Branson. She has 27 years of nursing experience.

Simon Wajnblom

Vice President of Performance Management, Cox Medical Center Branson

Simon Wajnblom was named Cox Medical Center Branson's vice president of performance management in January 2016. In this role, Wajnblom is responsible for driving performance based on data, working on strategic planning, and ensuring that Cox Branson fulfills its mission to provide exceptional health care. He has been part of the CoxHealth team for more than 10 years, previously serving as business manager of surgical services and director of supply chain, purchasing and contracting. He has an undergraduate degree in Business Administration and a master's degree in business management and strategy.

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 157

Staffing & Personnel

FTE Employees on Payroll 895.49
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 6638
Inpatient Days (Title XIX) 3045
Total Inpatient Days 26199
Bed Count 144
Available Bed Days 52560
Discharges (Title V) NA
Discharges (Title XVIII) 1383
Discharges (Title XIX) 506
Total Discharges 5487

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 5518
Inpatient Days (Title XIX; Adults & Peds) 2396
Total Inpatient Days (Adults & Peds) 21134
Bed Count (Adults & Peds) 124
Available Bed Days (Adults & Peds) 45260
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1383
Discharges (Title XIX; Adults & Peds) 506
Total Discharges (Adults & Peds) 5487

Quality Summary

Care Quality Stengths High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 73%

Mortality Group Indicators

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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 212

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 11.4
Readmission Score Hospital Return Days for Heart Failure Patients 4.5
Readmission Score Hospital Return Days for Pneumonia Patients -8.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.9
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.2
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.8
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.9
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 17.8
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 14.1
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 Average Days 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 No Different Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.499
CAUTI SIR (Standardized Infection Ratio) 0.567
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.270
MRSA SIR (Standardized Infection Ratio) 0.335

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $5,073
Bad Debt Expense $18,539
Uncompensated Care Cost $8,940
Total Uncompensated Care $13,197

Operating Expenses ($ thousands)

Total Salaries $81,677
Overhead Expenses (Non-Salary) $137,413
Depreciation Expense $7,056
Total Operating Costs $166,345

Charges ($ thousands)

Inpatient Charges $275,588
Outpatient Charges $534,869
Total Patient Charges $810,457

Wage-Related Details ($ thousands)

Core Wage Costs $11,176
Wage Costs (RHC/FQHC) $805
Adjusted Salaries $81,677
Contract Labor (Patient Care) $12,371
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $110,177
Short-Term Investments $7,176
Notes Receivable $3,998
Accounts Receivable $22,071
Allowance for Doubtful Accounts
Inventory $3,029
Prepaid Expenses $727
Other Current Assets $10,518
Total Current Assets $157,720

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,426
Land Improvements Value $7,565
Building Value $70,316
Leasehold Improvements
Fixed Equipment Value $31,809
Major Movable Equipment $48,255
Minor Depreciable Equipment
Health IT Assets $41,344
Total Fixed Assets $131,912

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $19,387
Other Assets $1,036
Total Other Assets $20,423
Total Assets $310,055

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,882
Salaries & Wages Payable $7,002
Payroll Taxes Payable
Short-Term Debt $1,108
Deferred Revenue
Other Current Liabilities $20,418
Total Current Liabilities $30,410

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $992
Long-Term Notes Payable $67,146
Unsecured Loans
Other Long-Term Liabilities $2,903
Total Long-Term Liabilities $71,041
Total Liabilities $101,451

Balance Sheet – Equity ($ thousands)

General Fund Balance $208,604
Total Fund Balances $208,604
Total Liabilities & Equity $310,055

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $11,872
Outlier Payments
DSH Adjustment $399
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $284,473
Outpatient Revenue $617,040
Total Patient Revenue $901,514
Contractual Allowances & Discounts $684,176
Net Patient Revenue $217,337
Total Operating Expenses $219,091
Net Service Income $-1,754
Other Income $10,508
Total Income $8,755
Other Expenses $16
Net Income $8,739

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $17,989
Medicaid Charges $108,387
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing Yes--In Process of Replacing

ERP Information

ERP Workday
ERP Version NA
EHR is Changing Yes--In Process of Replacing