Baylor Scott & White Medical Center – Frisco, located at 5601 Warren Parkway, Frisco, TX, is a state-of-the-art 68-bed surgical facility dedicated to outstanding patient care in a hotel-like atmosphere. As a joint venture between Baylor Scott & White and local physicians, we offer a comprehensive range of services, including cardiovascular care, women's health, orthopedics, and spine surgery. Our hospital is a Metabolic and Bariatric Surgery Accreditation and Quality Improvement Program (MBSAQIP)-certified Comprehensive Center, specializing in minimally invasive and robotic surgery. With advanced technology and a highly-rated team, Baylor Scott & White Medical Center – Frisco is committed to providing quality, personalized care to our community.
| Hospital Name | Baylor Scott & White Medical Center – Frisco |
|---|---|
| Facility ID | 450853 |
| Address | 5601 WARREN PARKWAY |
|---|---|
| City/Town | Frisco |
| State | TX |
| ZIP Code | 75034 |
| County/Parish | DENTON |
| Health System | Baylor Scott & White Health |
|---|---|
| Health System Website Domain | bswhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 34 |
|---|---|
| Health System Total Beds | 4287 |
| Health System Hospital Locations | Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Baylor Scott & White Health |
| Emergency Services | Yes |
Eli Smith, FACHE, is CEO, Baylor Scott & White Medical Center—Frisco. [5] Smith has over 24 years of progressive experience. [5] Areas of expertise include hospital operations, physician practice management, post-acute care operations, strategic planning and business development in both not-for-profit and for-profit care settings. [5] Prior to joining Baylor Scott & White Medical Center—Frisco, Smith served as COO of West Jefferson Medical Center, which is part of LCMC Health, a multihospital system located in Greater New Orleans. [5] Smith has also served in multiple leadership roles with Carle Health, Urbana, Ill., Saint Francis Health System, Tulsa, Okla., and CHRISTUS Spohn Health System, Corpus Christi, Texas. [5]
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Stacy Erickson, RN, CNO is certainly a leading woman. [9] Though her path to her current role as chief nursing officer with Baylor Scott & White Medical Center Frisco (BSWMCF) has been somewhat unexpected, but equally rewarding. [9] Born in the Kansas City area before her family moved to Denver and then to Houston, Erickson, who has called the Dallas area home since age 12, went to the University of Arizona to study broadcast journalism without nursing on her horizon. [9] However, after switching her major to psychology, working with special needs adults, where she collaborated closely with doctors and nurses, she realized that's where her true interests lie, in the medical field, where she could further her love for helping people and improving their health. [9] Working with special needs adults, individuals who often can't communicate, proved to be both challenging and rewarding. [9] After earning her undergraduate degree in nursing from the University of Albany, State University of New York (SUNY), she worked in primarily critical care and emergency nursing with a focus on trauma. [9] About one year into doing beside care, Erickson became a charge nurse, someone who oversees a team of nurses. [9] In 2006, she became director of emergency services for Baylor Medical Center at Frisco, a position she held until 2010 when Erickson assumed the role of quality specialist: environment of care and emergency management. [9] In 2012, she became director of risk management and in 2015 Erickson was promoted to vice president, quality and risk management, environment of care for BSWMCF. [9] In 2021, she was promoted to chief nursing officer, a position where she has 13 employees reporting directly to her with about 200 nurses under them. [9] In Erickson's current capacity, she also oversees quality management and facilities managment for the hospital. [9] Additionally, Erickson is responsible for ensuring that Baylor Scott & White Medical Center-Frisco recruits and retains as many high-quality healthcare professionals at the Frisco facility as possible. [9]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 472.19 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 569 |
| Inpatient Days (Title XIX) | 10 |
| Total Inpatient Days | 12615 |
| Bed Count | 68 |
| Available Bed Days | 24820 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 236 |
| Discharges (Title XIX) | 5 |
| Total Discharges | 3280 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 569 |
| Inpatient Days (Title XIX; Adults & Peds) | 10 |
| Total Inpatient Days (Adults & Peds) | 7117 |
| Bed Count (Adults & Peds) | 60 |
| Available Bed Days (Adults & Peds) | 21900 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 236 |
| Discharges (Title XIX; Adults & Peds) | 5 |
| Total Discharges (Adults & Peds) | 3280 |
| Care Quality Stengths | High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns | Hospital struggles with high infection rates |
| 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 |
| Percent of Patients Who Definitely Recommend the Hospital | 77% |
|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 116 |
|---|
| 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) | 16.2 |
| 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 | 1.2 |
| 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 | 5.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.7 |
| 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 | Number of Cases Too Small |
| 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 | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| 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 | Number of Cases Too Small |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | 0.677 |
| CDI SIR (Standardized Infection Ratio) | 0.000 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,663 |
|---|---|
| Bad Debt Expense | $6,830 |
| Uncompensated Care Cost | $4,714 |
| Total Uncompensated Care | $5,097 |
| Total Salaries | $42,142 |
|---|---|
| Overhead Expenses (Non-Salary) | $94,223 |
| Depreciation Expense | $6,321 |
| Total Operating Costs | $129,117 |
| Inpatient Charges | $128,276 |
|---|---|
| Outpatient Charges | $302,125 |
| Total Patient Charges | $430,401 |
| Core Wage Costs | $9,858 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $45,663 |
| Contract Labor (Patient Care) | $1,032 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $40,008 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $32,993 |
| Allowance for Doubtful Accounts | $-13,606 |
| Inventory | $5,050 |
| Prepaid Expenses | $1,977 |
| Other Current Assets | $431 |
| Total Current Assets | $66,853 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $79,966 |
| Leasehold Improvements | |
| Fixed Equipment Value | $4,067 |
| Major Movable Equipment | $42,619 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $29,449 |
| Long-Term Investments | |
|---|---|
| Other Assets | $10,857 |
| Total Other Assets | $14,198 |
| Total Assets | $110,500 |
| Accounts Payable | $8,233 |
|---|---|
| Salaries & Wages Payable | $5,628 |
| Payroll Taxes Payable | |
| Short-Term Debt | $6,101 |
| Deferred Revenue | |
| Other Current Liabilities | $3,661 |
| Total Current Liabilities | $24,577 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $32,298 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,348 |
| Total Long-Term Liabilities | $33,647 |
| Total Liabilities | $58,224 |
| General Fund Balance | $52,277 |
|---|---|
| Total Fund Balances | $52,277 |
| Total Liabilities & Equity | $110,500 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,509 |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $128,276 |
|---|---|
| Outpatient Revenue | $302,125 |
| Total Patient Revenue | $430,401 |
| Contractual Allowances & Discounts | $269,302 |
| Net Patient Revenue | $161,099 |
| Total Operating Expenses | $143,712 |
| Net Service Income | $17,387 |
| Other Income | $907 |
| Total Income | $18,295 |
| Other Expenses | $1 |
| Net Income | $18,294 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $140 |
| Medicaid Charges | $1,743 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |