Southwestern Medical Center

Southwestern Medical Center, part of the ScionHealth network, is an innovative hospital dedicated to providing comprehensive medical services and high-quality care to the Lawton, OK community and beyond. Located at 5602 Southwest Lee Boulevard, our Joint Commission accreditation demonstrates our commitment to meeting the highest national standards for quality and safety. We offer a wide range of services, combining advanced medical technology with a compassionate and caring staff. As the first Joint Commission-certified Primary Stroke Center in Southwest Oklahoma, we are committed to making a positive difference in the health of our community.

Identifiers

Hospital Name Southwestern Medical Center
Facility ID 370097

Location

Address 5602 SOUTHWEST LEE BOULEVARD
City/Town Lawton
State OK
ZIP Code 73505
County/Parish COMANCHE

Health System

Health System ScionHealth
Health System Website Domain scionhealth.com
Recently Joined Health System (Past 4 Years) Yes

Health System Size & Scope

Health System Total Hospitals 14
Health System Total Beds 1669
Health System Hospital Locations Alabama, Idaho, Mississippi, Ohio, Oklahoma, South Carolina, Tennessee, Texas, Wisconsin, West Virginia and Wyoming

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details ScionHealth
Emergency Services Yes

Adam Bracks

Chief Executive Officer

Adam Bracks, MBA, was named CEO effective October 31, 2022. He replaced Elizabeth Jones. Bracks has a strong track record as a hospital CEO, improving clinical and quality performance, growth, recruitment, and operational success at previous hospitals, including Siloam Springs (Arkansas) Regional Hospital and Physicians' Specialty Hospital in Arkansas, AllianceHealth Seminole in Oklahoma, and SoutheastHEALTH Center of Stoddard County in Missouri. He attained a Senior Executive Master of Business Administration from the University of Tennessee and a Bachelor of Science degree in Physiotherapy from Curtin University of Technology in Perth, Australia. [10, 16]

Richard Boone

Chief Financial Officer

MBA. [5]

Libby Ferguson

Chief Nursing Office

MSN. [5]

Kari Garza

Assistant Administrator

MOT, OTR/L, MBA. [5]

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 199

Staffing & Personnel

FTE Employees on Payroll 417.05
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 3044
Inpatient Days (Title XIX) 2311
Total Inpatient Days 9492
Bed Count 126
Available Bed Days 45990
Discharges (Title V) NA
Discharges (Title XVIII) 726
Discharges (Title XIX) 536
Total Discharges 2374

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2403
Inpatient Days (Title XIX; Adults & Peds) 1708
Total Inpatient Days (Adults & Peds) 7521
Bed Count (Adults & Peds) 118
Available Bed Days (Adults & Peds) 43070
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 726
Discharges (Title XIX; Adults & Peds) 536
Total Discharges (Adults & Peds) 2374

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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.
Care Quality Concerns 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 66%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients
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
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) 158

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 18.3
Readmission Score Hospital Return Days for Pneumonia Patients -15.1
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.2
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 1.1
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 18.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.8
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.6
Readmission Group Hospital Return Days for Heart Attack Patients Not Available
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 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 No Different 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 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) N/A
CAUTI SIR (Standardized Infection Ratio) 2.618
SSI SIR (Standardized Infection Ratio) 2.684
CDI SIR (Standardized Infection Ratio) 0.285
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Nov 01, 2021
Fiscal Year End Oct 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $727
Bad Debt Expense $12,162
Uncompensated Care Cost $3,007
Total Uncompensated Care $3,724

Operating Expenses ($ thousands)

Total Salaries $32,483
Overhead Expenses (Non-Salary) $55,625
Depreciation Expense $3,250
Total Operating Costs $63,135

Charges ($ thousands)

Inpatient Charges $130,717
Outpatient Charges $214,786
Total Patient Charges $345,503

Wage-Related Details ($ thousands)

Core Wage Costs $4,610
Wage Costs (RHC/FQHC)
Adjusted Salaries $32,483
Contract Labor (Patient Care) $1,166
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-324
Short-Term Investments
Notes Receivable
Accounts Receivable $3,034
Allowance for Doubtful Accounts
Inventory $2,618
Prepaid Expenses $1,053
Other Current Assets
Total Current Assets $5,627

Balance Sheet – Fixed Assets ($ thousands)

Land Value $5,090
Land Improvements Value $940
Building Value $34,164
Leasehold Improvements $738
Fixed Equipment Value $2,244
Major Movable Equipment $10,338
Minor Depreciable Equipment $6,534
Health IT Assets
Total Fixed Assets $38,823

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $1,533
Total Other Assets $1,533
Total Assets $45,983

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,168
Salaries & Wages Payable $2,894
Payroll Taxes Payable $865
Short-Term Debt
Deferred Revenue
Other Current Liabilities $62,968
Total Current Liabilities $68,895

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $53,258
Long-Term Notes Payable $-20,166
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $33,092
Total Liabilities $101,988

Balance Sheet – Equity ($ thousands)

General Fund Balance $-56,004
Total Fund Balances $-56,004
Total Liabilities & Equity $45,983

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $5,548
DRG (Post-Oct 1) $317
Outlier Payments
DSH Adjustment $268
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $131,397
Outpatient Revenue $238,607
Total Patient Revenue $370,004
Contractual Allowances & Discounts $300,505
Net Patient Revenue $69,499
Total Operating Expenses $84,470
Net Service Income $-14,971
Other Income $1,285
Total Income $-13,685
Other Expenses
Net Income $-13,685

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $6,770
Medicaid Charges $64,346
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH Expanse
EHR Version Expanse
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No