Ascension Seton Medical Center Austin, located at 1201 W 38th St, Austin, TX, is a full-service hospital providing compassionate, personalized care for all your health needs. With 24/7 emergency care and a Comprehensive Level 1 Stroke Center, we are equipped to handle life-threatening injuries and illnesses. As a destination for specialty care, we offer advanced services in heart and vascular health, stroke care, cancer treatment, maternity services, and women's health. Our dedicated team of doctors and specialists utilizes the latest technologies to deliver innovative treatments, ensuring you and your family receive the highest quality care close to home. We are also proud to be the only hospital in Central Texas that performs heart transplants.
| Hospital Name | Ascension Seton Medical Center Austin |
|---|---|
| Facility ID | 450056 |
| Address | 1201 W 38TH ST |
|---|---|
| City/Town | Austin |
| State | TX |
| ZIP Code | 78705 |
| County/Parish | TRAVIS |
| Health System | Ascension |
|---|---|
| Health System Website Domain | ascension.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 84 |
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| Health System Total Beds | 17222 |
| Health System Hospital Locations | Florida, Illinois, Indiana, Kansas, Maryland, Michigan, Oklahoma, NA, Tennessee, Texas and Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Ascension |
| Emergency Services | Yes |
MBA, MSS, FACHE. Responsible for overall operational efficiency and financial stewardship of the hospital, including oversight of Surgical and Emergency Services. Prior role was Vice President of Operations for MedStar Harbor Hospital in Baltimore City. Brings 27 years of military experience as an Army Medical Service Corps Officer with his last assignment on active duty as the Chief Operating Officer and Chief of Staff for Walter Reed Military Medical Center. Previous executive roles include Chief Executive for the Fox Army Health Center in Huntsville, Alabama, and Deputy COO, Walter Reed Medical Center. Led and provided oversight to numerous capital infrastructure projects up to $850M in facility investment. Earned a BA in Economics and Business from the Virginia Military Institute followed by a MBA from the University of Maryland and a Master's in Strategic Studies (MSS) from the US Army War College. Involved in numerous professional organizations such as the American College of Healthcare Executives, the Baltimore Alliance for Careers in Healthcare, the Project Management Institute, Military Officers Association of America, and the Scouts BSA.
Cited as President of Ascension Seton Medical Center Austin in an article announcing the hiring of Anthony Meador.
Identified as Day Supervisor in the context of a labor dispute, referred to as management claiming to be 'leadership'.
Identified as Perinatal Director in the context of a labor dispute, referred to as management claiming to be 'leadership'.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 521 |
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| FTE Employees on Payroll | 1590.9 |
|---|---|
| FTE Interns & Residents | 69.49 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 17857 |
| Inpatient Days (Title XIX) | 11824 |
| Total Inpatient Days | 121239 |
| Bed Count | 391 |
| Available Bed Days | 142715 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3104 |
| Discharges (Title XIX) | 3257 |
| Total Discharges | 19350 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10722 |
| Inpatient Days (Title XIX; Adults & Peds) | 5055 |
| Total Inpatient Days (Adults & Peds) | 65128 |
| Bed Count (Adults & Peds) | 264 |
| Available Bed Days (Adults & Peds) | 96360 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3104 |
| Discharges (Title XIX; Adults & Peds) | 3257 |
| Total Discharges (Adults & Peds) | 19350 |
| Care Quality Stengths | Average overall patient satisfaction. 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 does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
| Nurse Communication – Star Rating | |
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| 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 | 64% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| 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 | Better Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | No Different Than National Average |
| 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) | 194 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -4.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 4.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 24.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.9 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14 |
| Readmission Score Rate of Readmission for CABG | 10 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average 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 | No Different Than the National Rate |
| 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 | 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 | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.406 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.439 |
| SSI SIR (Standardized Infection Ratio) | 0.807 |
| CDI SIR (Standardized Infection Ratio) | 0.189 |
| MRSA SIR (Standardized Infection Ratio) | 0.519 |
| Fiscal Year Begin | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $58,323 |
|---|---|
| Bad Debt Expense | $48,740 |
| Uncompensated Care Cost | $65,592 |
| Total Uncompensated Care | $77,971 |
| Total Salaries | $152,804 |
|---|---|
| Overhead Expenses (Non-Salary) | $461,099 |
| Depreciation Expense | $16,386 |
| Total Operating Costs | $565,885 |
| Inpatient Charges | $2,504,884 |
|---|---|
| Outpatient Charges | $1,389,876 |
| Total Patient Charges | $3,894,760 |
| Core Wage Costs | $28,106 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $153,238 |
| Contract Labor (Patient Care) | $27,736 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $12 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $437,069 |
| Allowance for Doubtful Accounts | $-319,785 |
| Inventory | $14,287 |
| Prepaid Expenses | $346 |
| Other Current Assets | $70,032 |
| Total Current Assets | $301,623 |
| Land Value | $4,284 |
|---|---|
| Land Improvements Value | $7,016 |
| Building Value | $393,201 |
| Leasehold Improvements | $728 |
| Fixed Equipment Value | $8,410 |
| Major Movable Equipment | $135,001 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $256,381 |
| Long-Term Investments | |
|---|---|
| Other Assets | $7,904 |
| Total Other Assets | $7,904 |
| Total Assets | $565,908 |
| Accounts Payable | $9,237 |
|---|---|
| Salaries & Wages Payable | $17,581 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $11,944 |
| Other Current Liabilities | $98,647 |
| Total Current Liabilities | $137,410 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $33,567 |
| Total Long-Term Liabilities | $33,567 |
| Total Liabilities | $170,977 |
| General Fund Balance | $394,931 |
|---|---|
| Total Fund Balances | $394,931 |
| Total Liabilities & Equity | $565,908 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $10,413 |
| DRG (Post-Oct 1) | $32,262 |
| Outlier Payments | |
| DSH Adjustment | $2,192 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $38,193 |
| Total IME Payments | $2,729 |
| Inpatient Revenue | $2,505,456 |
|---|---|
| Outpatient Revenue | $1,389,934 |
| Total Patient Revenue | $3,895,390 |
| Contractual Allowances & Discounts | $3,192,865 |
| Net Patient Revenue | $702,525 |
| Total Operating Expenses | $613,903 |
| Net Service Income | $88,622 |
| Other Income | $11,389 |
| Total Income | $100,011 |
| Other Expenses | |
| Net Income | $100,011 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $55,395 |
| Medicaid Charges | $412,663 |
| Net CHIP Revenue | $365 |
| CHIP Charges | $4,572 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |