Homestead Hospital

Homestead Hospital, located at 975 Baptist Way in Homestead, FL, is a modern, full-service 147-bed facility and part of Baptist Health South Florida. We offer a wide range of medical services, including a 24/7 Emergency Center (with a separate children's ER), critical care, comfortable birthing suites, and comprehensive inpatient rehabilitation. Our hospital is known for specialized care in cardiology, orthopedics, and women's health. We are committed to providing compassionate, patient-centered care in a healing environment, with a focus on community wellness supported by our Grow2Heal garden, which provides fresh produce and educational programs.

Identifiers

Hospital Name Homestead Hospital
Facility ID 100125

Location

Address 975 BAPTIST WAY
City/Town Homestead
State FL
ZIP Code 33033
County/Parish MIAMI-DADE

Health System

Health System Baptist Health South Florida
Health System Website Domain baptisthealth.net
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 8
Health System Total Beds 2648
Health System Hospital Locations Florida

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Baptist Health South Florida
Emergency Services Yes

Kenneth Spell

Chief Executive Officer, Homestead Hospital

Kenneth Spell is the CEO of Homestead Hospital, a 147-bed hospital that is part of Baptist Health South Florida. Prior to his current role, Mr. Spell served as the hospital's vice president of operations, where he oversaw all ancillary services and managed multiple physician group agreements and services. Previously, Mr. Spell was with Baptist Health's Strategic Planning and Business Development department, where he served as a planning officer for several Baptist Health hospitals. During his tenure at Homestead Hospital, Mr. Spell led the implementation of two electronic health records, expanded the Hospitalist Program and oversaw the addition of the new Pediatric Hospitalist and Laborist Programs. He is active in the community, serving as a Board member and former Chairman of the Juvenile Diabetes Research Foundation and serves on the Board of New Hope Corps, a non-profit organization that serves the South Miami-Dade community. He has demonstrated exceptional commitment to improving the health and well-being of area residents and brings leadership and expertise in healthcare management, community engagement and expanding job opportunities.

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 147

Staffing & Personnel

FTE Employees on Payroll 1227.42
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 4667
Inpatient Days (Title XIX) 2971
Total Inpatient Days 30263
Bed Count 159
Available Bed Days 58035
Discharges (Title V) NA
Discharges (Title XVIII) 989
Discharges (Title XIX) 190
Total Discharges 6734

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 4273
Inpatient Days (Title XIX; Adults & Peds) 1032
Total Inpatient Days (Adults & Peds) 24197
Bed Count (Adults & Peds) 126
Available Bed Days (Adults & Peds) 45990
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 989
Discharges (Title XIX; Adults & Peds) 190
Total Discharges (Adults & Peds) 6734

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Patients report that the care team can be slow at times in meeting their needs. 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 69%

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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 236

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 6.4
Readmission Score Hospital Return Days for Pneumonia Patients 26.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.2
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 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 18.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.4
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.3
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 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 Number of Cases Too Small
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) 0.000
CAUTI SIR (Standardized Infection Ratio) 0.517
SSI SIR (Standardized Infection Ratio) 0.614
CDI SIR (Standardized Infection Ratio) 0.135
MRSA SIR (Standardized Infection Ratio) 0.582

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $24,649
Bad Debt Expense $65,489
Uncompensated Care Cost $38,554
Total Uncompensated Care $49,741

Operating Expenses ($ thousands)

Total Salaries $102,138
Overhead Expenses (Non-Salary) $198,180
Depreciation Expense $14,416
Total Operating Costs $278,499

Charges ($ thousands)

Inpatient Charges $568,078
Outpatient Charges $750,950
Total Patient Charges $1,319,028

Wage-Related Details ($ thousands)

Core Wage Costs $21,399
Wage Costs (RHC/FQHC)
Adjusted Salaries $102,138
Contract Labor (Patient Care) $28,552
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $5
Short-Term Investments
Notes Receivable
Accounts Receivable $136,362
Allowance for Doubtful Accounts $-103,484
Inventory
Prepaid Expenses
Other Current Assets $16,152
Total Current Assets $49,035

Balance Sheet – Fixed Assets ($ thousands)

Land Value $5,593
Land Improvements Value $1,878
Building Value $21,770
Leasehold Improvements $13,425
Fixed Equipment Value $6,442
Major Movable Equipment $37,853
Minor Depreciable Equipment
Health IT Assets $506
Total Fixed Assets $39,226

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $2,194
Other Assets $7,258
Total Other Assets $15,981
Total Assets $104,242

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable
Salaries & Wages Payable $42,073
Payroll Taxes Payable
Short-Term Debt $2,084
Deferred Revenue
Other Current Liabilities $465
Total Current Liabilities $44,622

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $1,728
Long-Term Notes Payable $101,930
Unsecured Loans
Other Long-Term Liabilities $486,688
Total Long-Term Liabilities $590,346
Total Liabilities $634,968

Balance Sheet – Equity ($ thousands)

General Fund Balance $-530,727
Total Fund Balances $-530,727
Total Liabilities & Equity $104,242

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $9,103
Outlier Payments
DSH Adjustment $1,089
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $568,078
Outpatient Revenue $750,995
Total Patient Revenue $1,319,073
Contractual Allowances & Discounts $1,048,723
Net Patient Revenue $270,351
Total Operating Expenses $300,318
Net Service Income $-29,968
Other Income $3,839
Total Income $-26,129
Other Expenses $366
Net Income $-26,495

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $25,377
Medicaid Charges $299,321
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No