Baylor Scott & White Medical Center – McKinney

Baylor Scott & White Medical Center – McKinney, located at 5252 West University Drive, is a full-service, 192-bed not-for-profit hospital dedicated to providing safe, quality, and compassionate healthcare to McKinney and surrounding communities. Our advanced medical services include women's services, neonatal intensive care, orthopedics, heart and vascular care, neurosciences, stroke treatment, and advanced diagnostic imaging. With a focus on patient-centered care, we offer a comprehensive range of services from emergency care to cancer treatment, supported by a team of over 1,000 medical staff members. We are committed to being the best place to give and receive care, ensuring the well-being of our patients and their families.

Identifiers

Hospital Name Baylor Scott & White Medical Center – McKinney
Facility ID 670082

Location

Address 5252 WEST UNIVERSITY DRIVE
City/Town Mc Kinney
State TX
ZIP Code 75071
County/Parish COLLIN

Health System

Health System Baylor Scott & White Health
Health System Website Domain bswhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 34
Health System Total Beds 4287
Health System Hospital Locations Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Baylor Scott & White Health
Emergency Services Yes

Tim Bowen

President

Tim Bowen, FACHE, joined Baylor Scott & White Medical Center – McKinney as president in September 2022. He previously served as facility president at Baptist Health Medical Center – Conway and as president at Integris Grove Hospital and chief executive officer at Mena Regional Health System. He holds a bachelor's degree in science and nuclear medicine technology from the University of Central Arkansas and a master's degree in business administration from John Brown University. He is a fellow of the American College of Healthcare Executives (FACHE).

Kimberly Bones

Vice President of Finance

Kimberly Bones is the vice president of finance at Baylor Scott & White Medical Center – McKinney. She is mentioned in a 2020 article regarding the hospital's Healthcare Technology Management team.

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 95

Staffing & Personnel

FTE Employees on Payroll 848.45
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 13930
Inpatient Days (Title XIX) 529
Total Inpatient Days 53523
Bed Count 189
Available Bed Days 68985
Discharges (Title V) NA
Discharges (Title XVIII) 3061
Discharges (Title XIX) 71
Total Discharges 10793

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 12948
Inpatient Days (Title XIX; Adults & Peds) 146
Total Inpatient Days (Adults & Peds) 41117
Bed Count (Adults & Peds) 160
Available Bed Days (Adults & Peds) 58400
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3061
Discharges (Title XIX; Adults & Peds) 71
Total Discharges (Adults & Peds) 10793

Quality Summary

Care Quality Stengths High overall patient satisfaction. 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 78%

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
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 Better 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) 222

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 16.4
Readmission Score Hospital Return Days for Heart Failure Patients -4.5
Readmission Score Hospital Return Days for Pneumonia Patients 3.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.5
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 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.4
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 19.2
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.1
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.534
CAUTI SIR (Standardized Infection Ratio) 0.248
SSI SIR (Standardized Infection Ratio) 0.612
CDI SIR (Standardized Infection Ratio) 0.341
MRSA SIR (Standardized Infection Ratio) 0.515

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $12,392
Bad Debt Expense $34,989
Uncompensated Care Cost $19,777
Total Uncompensated Care $19,800

Operating Expenses ($ thousands)

Total Salaries $86,039
Overhead Expenses (Non-Salary) $163,935
Depreciation Expense $22,364
Total Operating Costs $210,135

Charges ($ thousands)

Inpatient Charges $551,610
Outpatient Charges $454,795
Total Patient Charges $1,006,405

Wage-Related Details ($ thousands)

Core Wage Costs $17,371
Wage Costs (RHC/FQHC)
Adjusted Salaries $86,365
Contract Labor (Patient Care) $4,973
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $2
Short-Term Investments
Notes Receivable
Accounts Receivable $74,949
Allowance for Doubtful Accounts $-52,037
Inventory $3,806
Prepaid Expenses $79
Other Current Assets $1,117
Total Current Assets $69,051

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,689
Land Improvements Value $5,336
Building Value $171,457
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $86,473
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $156,761

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $138,148
Total Other Assets $138,148
Total Assets $363,960

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $7,811
Salaries & Wages Payable
Payroll Taxes Payable $3
Short-Term Debt $521
Deferred Revenue
Other Current Liabilities $7,588
Total Current Liabilities $15,917

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $81,674
Total Long-Term Liabilities $81,674
Total Liabilities $97,591

Balance Sheet – Equity ($ thousands)

General Fund Balance $266,369
Total Fund Balances $266,369
Total Liabilities & Equity $363,960

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $7,236
DRG (Post-Oct 1) $23,431
Outlier Payments
DSH Adjustment $315
Eligible DSH % $0
Simulated MC Payments $19,500
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $551,609
Outpatient Revenue $454,691
Total Patient Revenue $1,006,300
Contractual Allowances & Discounts $719,529
Net Patient Revenue $286,771
Total Operating Expenses $249,973
Net Service Income $36,798
Other Income $17,147
Total Income $53,944
Other Expenses
Net Income $53,944

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $9,089
Medicaid Charges $37,260
Net CHIP Revenue $13
CHIP Charges $170

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 No