Avala Hospital

Avala Hospital, located in Covington, LA, is a 21-bed facility committed to providing compassionate, patient-centered care with a focus on optimal outcomes. We offer innovative and minimally invasive surgical procedures, including robotic surgery, and are proud to be recognized nationally for outstanding patient experience. Our dedicated team of skilled physicians prioritizes your comfort and well-being, ensuring you receive the highest quality healthcare in a supportive and healing environment. Trust Avala Hospital for advanced medical technology and a personalized approach to help you return to feeling your best. We offer a range of specialties and services, including orthopedic care, pain management, and primary care.

Identifiers

Hospital Name Avala Hospital
Facility ID 190267

Location

Address 67252 INDUSTRY LANE
City/Town Covington
State LA
ZIP Code 70433
County/Parish ST. TAMMANY

Health System

Health System Independent
Health System Website Domain avala.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 21
Health System Hospital Locations Louisiana

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Physician
Ownership Details Avala is physician owned but the exact legal entity is not something I can confirm with certainty.
Emergency Services No

J. William “Bill” Hankins

Chief Executive Officer

Has more than four decades of experience in the healthcare sector. Responsible for the organization's operational and financial success, including the physician network and its services. Actively cultivates local partnerships and views community engagement as a vital responsibility. Serves on AVALA's Board of Directors and Medical Executive Committee. [13] Recognized as a Great Leader in Healthcare by Becker's Hospital Review in 2025 and 2024. [10, 13] Named a Community Hospital CEO to Know by Becker's Hospital Review in 2024. [8]

Brooke Cummings, MBA

Chief Financial Officer

NA

Joy Melgar, MSN, RN

Chief Nursing Officer

Oversees and guides all nursing-related functions to ensure the delivery of high-quality patient care. Her responsibilities encompass a wide range of strategic, administrative, and clinical duties where her leadership and strategy help to develop and implement initiatives that align with AVALA's missions and goals. Provides visionary leadership to nursing staff, ensuring a culture of excellence, compassion, and innovation. [17] Named one of 153 CNOs to Know by Becker's Hospital Review in September 2023. [17]

Samer Shamieh, MD

Chief Medical Director, Chairman of the Board

Minimally invasive spine surgeon, board-certified and fellowship-trained. Founded AVALA Hospital in 2017. [14] Serves as chairman of the board and chief medical officer. [14, 16] Appointed legislative chairman and sits on the board of directors of the Louisiana Orthopedic Association. [14, 16] On the Political Engagement Committee for the North American Spine Society and a member of the American Academy of Orthopedic Surgeons and Louisiana State Medical Society. [14, 16] Completed medical school at LSU Health Sciences Center in Shreveport, completed Orthopaedic residency at Ochsner Medical in New Orleans, completed a Neurosurgical/Orthopaedic Minimally Invasive Spine fellowship at the Spine Institute of Arizona. [16]

Jay Buras, DNAP, MBA, CRNA

Chief Operating Officer

NA

Charise Drouant

Vice President of Business Development

NA

Eddy Vargas

Director of Human Resources & Ancillary Services

NA

Paul van Deventer

Director of Orthopedics

Board Certified Orthopedic Surgeon. Practicing in Covington, LA since 1997. Fellow of the American Board of Orthopedic Surgeons and the American Academy of Orthopedic Surgeons. Board member of the Louisiana Orthopedic Association. Completed medical school at the University of Mississippi, Orthopedic Residency at Ochsner Clinic, New Orleans, LA. [18]

Jason Rudd

Member of the Medical Executive Committee

Board certified in Orthopedic Surgery. Trained and licensed in Robotic Surgery for partial knee, total knee and total hip replacements. [11] Completed medical school at LSU Health Sciences Center in Shreveport, completed his Orthopedic Residency at Ochsner Medical in New Orleans. [11]

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 21

Staffing & Personnel

FTE Employees on Payroll 241.1
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 398
Inpatient Days (Title XIX) NA
Total Inpatient Days 1783
Bed Count 21
Available Bed Days 7665
Discharges (Title V) NA
Discharges (Title XVIII) 203
Discharges (Title XIX) NA
Total Discharges 885

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 398
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 1783
Bed Count (Adults & Peds) 21
Available Bed Days (Adults & Peds) 7665
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 203
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 885

Quality Summary

Care Quality Stengths Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the cleanliness of the hospital. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate
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 95%

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
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
Mortality Group – Death Rate for Heart Failure Patients
Mortality Group – Death Rate for Pneumonia Patients
Mortality Group – Death Rate for Stroke Patients
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) Not Available

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients Not Available
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
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 0.9
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 Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate Not Available
Readmission Group Hospital Return Days for Heart Attack Patients Not Available
Readmission Group Hospital Return Days for Heart Failure Patients Not Available
Readmission Group Hospital Return Days for Pneumonia Patients Not Available
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
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 Not Available
Readmission Group Heart Failure (HF) 30-Day Readmission Rate Not Available
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 Not Available

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) N/A
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost
Bad Debt Expense $205
Uncompensated Care Cost $34
Total Uncompensated Care $34

Operating Expenses ($ thousands)

Total Salaries $14,733
Overhead Expenses (Non-Salary) $44,497
Depreciation Expense $1,669
Total Operating Costs $57,633

Charges ($ thousands)

Inpatient Charges $111,181
Outpatient Charges $267,791
Total Patient Charges $378,972

Wage-Related Details ($ thousands)

Core Wage Costs $2,918
Wage Costs (RHC/FQHC)
Adjusted Salaries $14,733
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-328
Short-Term Investments $51
Notes Receivable $82
Accounts Receivable $65,704
Allowance for Doubtful Accounts $-55,439
Inventory $925
Prepaid Expenses $658
Other Current Assets $26
Total Current Assets $17,031

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value $17,297
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $10,124

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $53,178
Total Other Assets $53,178
Total Assets $80,333

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $9,933
Salaries & Wages Payable $1,445
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $2,373
Total Current Liabilities $13,752

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $2,773
Unsecured Loans
Other Long-Term Liabilities $49,535
Total Long-Term Liabilities $52,308
Total Liabilities $66,060

Balance Sheet – Equity ($ thousands)

General Fund Balance $14,273
Total Fund Balances $14,273
Total Liabilities & Equity $80,333

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $2,828
DRG (Post-Oct 1) $943
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $118,338
Outpatient Revenue $260,634
Total Patient Revenue $378,972
Contractual Allowances & Discounts $314,997
Net Patient Revenue $63,975
Total Operating Expenses $59,230
Net Service Income $4,745
Other Income $568
Total Income $5,313
Other Expenses
Net Income $5,313

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $6
Medicaid Charges $34
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No