Baptist Anderson Regional Medical Center

Baptist Anderson Regional Medical Center, located at 2124 14th Street in Meridian, MS, is dedicated to providing the highest level of healthcare through advanced technology and a skilled team of medical professionals. As part of Baptist Memorial Health Care, one of the largest healthcare systems in the South, Baptist Anderson offers a comprehensive range of services, including cancer care, heart care, women's and children's services, and emergency care. We are committed to delivering quality and compassionate care in a welcoming environment. With our advanced medical services and patient-centered approach, we strive to improve the health and well-being of the East Central Mississippi and West Central Alabama communities.

Identifiers

Hospital Name Baptist Anderson Regional Medical Center
Facility ID 250104

Location

Address 2124 14TH STREET
City/Town Meridian
State MS
ZIP Code 39301
County/Parish LAUDERDALE

Health System

Health System Baptist Memorial Health Care Corporation (BMHCC)
Health System Website Domain baptistonline.org
Recently Joined Health System (Past 4 Years) Yes

Health System Size & Scope

Health System Total Hospitals 18
Health System Total Beds 3558
Health System Hospital Locations Arkansas, Mississippi and Tennessee

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Baptist Memorial Health Care
Emergency Services Yes

John G. Anderson

President and CEO of Anderson Regional Health System (prior to merger)

Grandson of Anderson Regional's founder. [4]

Jason Little

President and CEO of Baptist Memorial Health Care

Became the fifth person since 1912 to hold this position in June 2014. Since joining Baptist in 2002, he has served as an administrator and CEO of three Baptist Memorial hospitals, vice president and head of metro-Memphis operations, and executive vice president and chief operating officer. [4] Before joining Baptist, Little was an operations administrator at the Mayo Clinic in Scottsdale, Arizona. He received a bachelor's degree in health administration from the University of Tennessee at Knoxville and master's degrees in business administration and health care administration from the University of Alabama at Birmingham. [4]

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 260

Staffing & Personnel

FTE Employees on Payroll 1178.58
FTE Interns & Residents 2.38

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 15068
Inpatient Days (Title XIX) 7531
Total Inpatient Days 37979
Bed Count 270
Available Bed Days 98550
Discharges (Title V) NA
Discharges (Title XVIII) 2792
Discharges (Title XIX) 1575
Total Discharges 8003

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 12222
Inpatient Days (Title XIX; Adults & Peds) 4343
Total Inpatient Days (Adults & Peds) 27838
Bed Count (Adults & Peds) 231
Available Bed Days (Adults & Peds) 84315
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2792
Discharges (Title XIX; Adults & Peds) 1575
Total Discharges (Adults & Peds) 8003

Quality Summary

Care Quality Stengths Average overall patient satisfaction.
Care Quality Concerns Patients report challenges the cleanliness of the hospital. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital struggles with high infection rates

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 71%

Mortality Group Indicators

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 Worse Than National Average
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 Worse 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) 196

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 16.1
Readmission Score Hospital Return Days for Heart Failure Patients -6.3
Readmission Score Hospital Return Days for Pneumonia Patients 38
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.5
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.3
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6.2
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.7
Readmission Score Rate of Readmission for CABG 10.9
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.5
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 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 No Different Than the National Rate
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 3.062
CAUTI SIR (Standardized Infection Ratio) 0.579
SSI SIR (Standardized Infection Ratio) 0.780
CDI SIR (Standardized Infection Ratio) 0.837
MRSA SIR (Standardized Infection Ratio) 2.377

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,104
Bad Debt Expense $10,084
Uncompensated Care Cost $9,953
Total Uncompensated Care $9,953

Operating Expenses ($ thousands)

Total Salaries $81,979
Overhead Expenses (Non-Salary) $186,448
Depreciation Expense $1,898
Total Operating Costs $182,066

Charges ($ thousands)

Inpatient Charges $253,004
Outpatient Charges $401,592
Total Patient Charges $654,596

Wage-Related Details ($ thousands)

Core Wage Costs $13,947
Wage Costs (RHC/FQHC)
Adjusted Salaries $81,979
Contract Labor (Patient Care) $23,535
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $32,865
Short-Term Investments
Notes Receivable
Accounts Receivable $89,895
Allowance for Doubtful Accounts $-67,735
Inventory $6,126
Prepaid Expenses $3,094
Other Current Assets
Total Current Assets $66,708

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value $92,317
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $92,317

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $10,712
Total Other Assets $10,712
Total Assets $169,737

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $14,329
Salaries & Wages Payable $4,676
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $33,181
Total Current Liabilities $52,186

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $17,317
Total Long-Term Liabilities $17,317
Total Liabilities $69,503

Balance Sheet – Equity ($ thousands)

General Fund Balance $100,235
Total Fund Balances $100,235
Total Liabilities & Equity $169,737

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $27,848
Outlier Payments
DSH Adjustment $991
Eligible DSH % $0
Simulated MC Payments $6,370
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $273,728
Outpatient Revenue $488,148
Total Patient Revenue $761,876
Contractual Allowances & Discounts $548,604
Net Patient Revenue $213,271
Total Operating Expenses $268,428
Net Service Income $-55,156
Other Income $41,939
Total Income $-13,218
Other Expenses
Net Income $-13,218

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $17,518
Medicaid Charges $78,619
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing Yes--In Process of Replacing