For over 120 years, Baptist Health Richmond, located at 801 Eastern Bypass in Richmond, KY, has been committed to providing exceptional care to our community. As a 105-bed acute care hospital, we offer a comprehensive range of specialized services, including cancer care, heart care, women's health, orthopedics, and more. We are proud to be part of the Baptist Health family, serving Madison, Estill, Garrard, Rockcastle, Lee, and Jackson counties with innovative programs focused on healthier, thriving families. Baptist Health Richmond has also earned the Pathway to Excellence designation for excellence in nursing services.
| Hospital Name | Baptist Health Richmond |
|---|---|
| Facility ID | 180049 |
| Address | 801 EASTERN BYPASS |
|---|---|
| City/Town | Richmond |
| State | KY |
| ZIP Code | 40475 |
| County/Parish | MADISON |
| Health System | Baptist Health (KY) |
|---|---|
| Health System Website Domain | baptisthealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 2152 |
| Health System Hospital Locations | Indiana and Kentucky |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Baptist Health |
| Emergency Services | Yes |
Greg Gerard, MHA has been named president of Baptist Health Richmond since July 30, 2018. [4] He served as interim president since January 2018. [4] Gerard joined Baptist Health in 2015 as vice president of Ambulatory Services. [4] In that position, he successfully led the restart of the cardiac intervention program, helped launch a weight-loss surgery program in conjunction with Baptist Health Lexington, established and expanded behavioral health and substance abuse services in partnership with Baptist Health Corbin and oversaw a $20 million facility expansion and renovation project. [4] Prior to joining Baptist Health, Gerard worked for KentuckyOne Health for seven years as president of Saint Joseph Berea and Saint Joseph London. [4] Over the course of his career, Gerard has produced some $10 million in operational turnarounds and recruited more than 50 primary care and specialty physicians to acute care, critical access and long-term acute care hospitals. [4] Gerard earned a master's degree in Healthcare Administration from Western Kentucky University and a bachelor's degree in Public Administration from Auburn University. [4] He is a member of the American College of Healthcare Executives. [4] He also served as an officer in the United States Navy. [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 105 |
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| FTE Employees on Payroll | 487.83 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2758 |
| Inpatient Days (Title XIX) | 106 |
| Total Inpatient Days | 12039 |
| Bed Count | 53 |
| Available Bed Days | 18445 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 701 |
| Discharges (Title XIX) | 61 |
| Total Discharges | 3569 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2323 |
| Inpatient Days (Title XIX; Adults & Peds) | 57 |
| Total Inpatient Days (Adults & Peds) | 9088 |
| Bed Count (Adults & Peds) | 45 |
| Available Bed Days (Adults & Peds) | 15525 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 701 |
| Discharges (Title XIX; Adults & Peds) | 61 |
| Total Discharges (Adults & Peds) | 3569 |
| 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. 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. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
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| Care Quality Concerns |
| 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 | 76% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | 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 | |
| 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 | |
| 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) | 151 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -21.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -12 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.6 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.605 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.409 |
| SSI SIR (Standardized Infection Ratio) | 0.554 |
| CDI SIR (Standardized Infection Ratio) | 0.560 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Sep 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2023 |
| Charity Care Cost | $727 |
|---|---|
| Bad Debt Expense | $8,029 |
| Uncompensated Care Cost | $1,771 |
| Total Uncompensated Care | $2,909 |
| Total Salaries | $36,782 |
|---|---|
| Overhead Expenses (Non-Salary) | $102,585 |
| Depreciation Expense | $3,061 |
| Total Operating Costs | $112,328 |
| Inpatient Charges | $150,796 |
|---|---|
| Outpatient Charges | $796,168 |
| Total Patient Charges | $946,964 |
| Core Wage Costs | $9,709 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $36,782 |
| Contract Labor (Patient Care) | $5,805 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $552 |
|---|---|
| Short-Term Investments | $525 |
| Notes Receivable | |
| Accounts Receivable | $105,781 |
| Allowance for Doubtful Accounts | $-90,834 |
| Inventory | $4,423 |
| Prepaid Expenses | |
| Other Current Assets | $40,641 |
| Total Current Assets | $61,088 |
| Land Value | $1,094 |
|---|---|
| Land Improvements Value | $499 |
| Building Value | $37,233 |
| Leasehold Improvements | |
| Fixed Equipment Value | $1,901 |
| Major Movable Equipment | $26,300 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $33,937 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,128 |
| Total Other Assets | $1,128 |
| Total Assets | $96,153 |
| Accounts Payable | $1,914 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $2,846 |
| Total Current Liabilities | $4,759 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $20,198 |
| Total Long-Term Liabilities | $20,198 |
| Total Liabilities | $24,957 |
| General Fund Balance | $71,197 |
|---|---|
| Total Fund Balances | $71,197 |
| Total Liabilities & Equity | $96,153 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $611 |
| DRG (Post-Oct 1) | $5,633 |
| Outlier Payments | |
| DSH Adjustment | $372 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $150,796 |
|---|---|
| Outpatient Revenue | $796,168 |
| Total Patient Revenue | $946,964 |
| Contractual Allowances & Discounts | $801,324 |
| Net Patient Revenue | $145,640 |
| Total Operating Expenses | $151,043 |
| Net Service Income | $-5,403 |
| Other Income | $12,896 |
| Total Income | $7,492 |
| Other Expenses | |
| Net Income | $7,492 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $25,478 |
| Medicaid Charges | $224,387 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |