CHI St. Vincent Hot Springs

CHI St. Vincent Hot Springs, located at 300 Werner Street, is a 280-bed faith-based, not-for-profit hospital serving Hot Springs and southwest Arkansas. As the region's only Level II Trauma Center, we serve as a referral center for cardiology, trauma, neurosciences, orthopedics, oncology, and critical care. Founded in 1888 by the Sisters of Mercy, we offer a wide range of services, including comprehensive women's services, weight loss surgery, and pain management, all with a commitment to compassionate care. CHI St. Vincent Hot Springs also includes a rehabilitation hospital in partnership with Encompass Health, providing comprehensive rehabilitation services.

Identifiers

Hospital Name CHI St. Vincent Hot Springs
Facility ID 040026

Location

Address 300 WERNER STREET
City/Town Hot Springs
State AR
ZIP Code 71903
County/Parish GARLAND

Health System

Health System CommonSpirit Health
Health System Website Domain commonspirit.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 106
Health System Total Beds 17364
Health System Hospital Locations Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah

Ownership & Characteristics

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

Crystal Bohannan

President

Crystal Bohannan has been named president of CHI St. Vincent Hot Springs. [5, 6, 7, 8] She previously served as the hospital's vice president of operations since 2018. [5, 6, 8, 9] Bohannan brings nearly two decades of experience in health care administration to her role. [5, 6] Before becoming vice president of operations, she spent over 10 years as executive director of operational finance for CHI St. Vincent. [5, 6, 7, 9] She also served as an administrator at Jefferson Regional Medical Center in Pine Bluff for nearly a decade. [5, 6, 7, 9] Bohannan is skilled in leadership development, implementing improvement processes, and driving outcomes measured in quality, safety, and patient experience. [9] She holds a Bachelor of Business Administration degree from Southern Arkansas University and a Master of Business Administration from Mississippi State University. [9] Bohannan is also a licensed CPA since 2007. [9]

Residency Programs

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

Capacity & Services

Licensed Beds 282

Staffing & Personnel

FTE Employees on Payroll 996.43
FTE Interns & Residents 11

Inpatient Utilization

Inpatient Days (Title V) 1153
Inpatient Days (Title XVIII) 17637
Inpatient Days (Title XIX) 5640
Total Inpatient Days 55711
Bed Count 220
Available Bed Days 80300
Discharges (Title V) 644
Discharges (Title XVIII) 4206
Discharges (Title XIX) 1438
Total Discharges 14400

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) 37
Inpatient Days (Title XVIII; Adults & Peds) 15210
Inpatient Days (Title XIX; Adults & Peds) 4785
Total Inpatient Days (Adults & Peds) 46319
Bed Count (Adults & Peds) 189
Available Bed Days (Adults & Peds) 68985
Discharges (Title V; Adults & Peds) 644
Discharges (Title XVIII; Adults & Peds) 4206
Discharges (Title XIX; Adults & Peds) 1438
Total Discharges (Adults & Peds) 14400

Quality Summary

Care Quality Stengths Average overall patient satisfaction.
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 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 No Different Than National Average
Mortality Group – Death Rate for COPD Patients No Different Than National Average
Mortality Group – Death Rate for Heart Failure Patients Worse 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 Better Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 206

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -10.4
Readmission Score Hospital Return Days for Heart Failure Patients 4.4
Readmission Score Hospital Return Days for Pneumonia Patients -1.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.8
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.7
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.2
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.6
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.4
Readmission Score Rate of Readmission for CABG 10.9
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.9
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.5
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 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 Better 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) 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 Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $4,182
Bad Debt Expense $12,473
Uncompensated Care Cost $6,866
Total Uncompensated Care $8,816

Operating Expenses ($ thousands)

Total Salaries $88,482
Overhead Expenses (Non-Salary) $153,051
Depreciation Expense $5,039
Total Operating Costs $220,445

Charges ($ thousands)

Inpatient Charges $517,920
Outpatient Charges $539,246
Total Patient Charges $1,057,166

Wage-Related Details ($ thousands)

Core Wage Costs $19,084
Wage Costs (RHC/FQHC)
Adjusted Salaries $87,632
Contract Labor (Patient Care) $4,222
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $45,854
Short-Term Investments
Notes Receivable
Accounts Receivable $44,595
Allowance for Doubtful Accounts $-10,650
Inventory $6,955
Prepaid Expenses $136
Other Current Assets
Total Current Assets $62,926

Balance Sheet – Fixed Assets ($ thousands)

Land Value $11,736
Land Improvements Value $735
Building Value $32,782
Leasehold Improvements
Fixed Equipment Value $167
Major Movable Equipment $37,535
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $40,707

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $23,021
Total Other Assets $23,021
Total Assets $126,654

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $-141,062
Salaries & Wages Payable $5,258
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $8,992
Total Current Liabilities $-126,812

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities
Total Liabilities $-126,812

Balance Sheet – Equity ($ thousands)

General Fund Balance $253,466
Total Fund Balances $253,466
Total Liabilities & Equity $126,654

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $10,707
DRG (Post-Oct 1) $31,817
Outlier Payments
DSH Adjustment $1,060
Eligible DSH % $0
Simulated MC Payments $33,936
Total IME Payments $1,200

Revenue & Income Statement ($ thousands)

Inpatient Revenue $517,920
Outpatient Revenue $539,351
Total Patient Revenue $1,057,271
Contractual Allowances & Discounts $798,647
Net Patient Revenue $258,624
Total Operating Expenses $241,532
Net Service Income $17,092
Other Income $5,850
Total Income $22,942
Other Expenses $16,971
Net Income $5,971

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $7,514
Medicaid Charges $92,736
Net CHIP Revenue $1,883
CHIP Charges $17,925

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No