Baptist Health Fishermen's Community Hospital, located at 3301 Overseas Hwy in Marathon, FL, is your state-of-the-art healthcare anchor in the heart of the Florida Keys. Rebuilt in 2021 to withstand Category 5 hurricane winds, our hospital provides specialized services, including 24/7 emergency care, cancer care with multidisciplinary oncology specialists, and advanced diagnostic imaging. We are proud to serve the Middle Keys community with personalized, compassionate care, offering services such as telestroke for immediate access to neurologists and an on-site helipad for critical care transport. Fishermen's Community Hospital is committed to providing high-quality, cost-effective healthcare, education, and wellness services to improve the health status of our community.
| Hospital Name | Baptist Health Fishermen's Community Hospital |
|---|---|
| Facility ID | 101312 |
| Address | 3301 OVERSEAS HWY |
|---|---|
| City/Town | Marathon |
| State | FL |
| ZIP Code | 33050 |
| County/Parish | MONROE |
| Health System | Baptist Health South Florida |
|---|---|
| Health System Website Domain | baptisthealth.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 2648 |
| Health System Hospital Locations | Florida |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Baptist Health South Florida |
| Emergency Services | Yes |
Drew Grossman is Chief Executive Officer of Mariners Hospital in Tavernier, Florida, and Fishermen's Community Hospital in Marathon, Florida. [4] He joined Baptist Health South Florida in February 2021. [4] Mr. Grossman joined Baptist Health from St. Mary's Medical Center in Blue Springs, Missouri. [4] Previously, he was with Broward Health, as CEO of Broward Health Coral Springs and Salah Foundation Children's Hospital. [4] He also held leadership positions at Cleveland Clinic in Weston and Parkway Medical Center in North Miami Beach. [4] Grossman earned a Bachelor of Science from The Pennsylvania State University and a Master of Health Services Administration from The George Washington University in Washington, DC. [6, 11] He also served as Assistant Administrator at Centinela Hospital Medical Center in Southern California. [6, 11] Under his leadership as CEO at St. Mary's Hospital, the hospital reached new levels of patient satisfaction, safety, quality and efficiency. [6, 11]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 8 |
|---|
| FTE Employees on Payroll | 105.97 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 79 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 134 |
| Bed Count | 8 |
| Available Bed Days | 2920 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 38 |
| Discharges (Title XIX) | NA |
| Total Discharges | 62 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 79 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 134 |
| Bed Count (Adults & Peds) | 8 |
| Available Bed Days (Adults & Peds) | 2920 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 38 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 62 |
| Care Quality Stengths | 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 | NA |
| 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 |
|---|
| 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 | |
| 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 | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 106 |
|---|
| 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 | 10.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| 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 | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| 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) | Number of Cases Too Small |
| 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 | 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 | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Number of Cases Too Small |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Number of Cases Too Small |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $989 |
|---|---|
| Bad Debt Expense | $9,107 |
| Uncompensated Care Cost | $3,862 |
| Total Uncompensated Care | $3,862 |
| Total Salaries | $9,984 |
|---|---|
| Overhead Expenses (Non-Salary) | $22,934 |
| Depreciation Expense | $3,217 |
| Total Operating Costs | $30,801 |
| Inpatient Charges | $2,024 |
|---|---|
| Outpatient Charges | $95,910 |
| Total Patient Charges | $97,934 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $13,042 |
| Allowance for Doubtful Accounts | $-8,039 |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | $3,776 |
| Total Current Assets | $8,780 |
| Land Value | $5,534 |
|---|---|
| Land Improvements Value | $261 |
| Building Value | $30,201 |
| Leasehold Improvements | |
| Fixed Equipment Value | $2,386 |
| Major Movable Equipment | $7,660 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $42,548 |
| Long-Term Investments | $4,170 |
|---|---|
| Other Assets | $4,272 |
| Total Other Assets | $8,443 |
| Total Assets | $59,772 |
| Accounts Payable | |
|---|---|
| Salaries & Wages Payable | $943 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $4,446 |
| Other Current Liabilities | $4,696 |
| Total Current Liabilities | $10,085 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $42,946 |
| Total Long-Term Liabilities | $42,946 |
| Total Liabilities | $53,031 |
| General Fund Balance | $6,740 |
|---|---|
| Total Fund Balances | $6,740 |
| Total Liabilities & Equity | $59,772 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $2,024 |
|---|---|
| Outpatient Revenue | $95,912 |
| Total Patient Revenue | $97,935 |
| Contractual Allowances & Discounts | $54,890 |
| Net Patient Revenue | $43,045 |
| Total Operating Expenses | $32,918 |
| Net Service Income | $10,128 |
| Other Income | $7,455 |
| Total Income | $17,583 |
| Other Expenses | |
| Net Income | $17,583 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,362 |
| Medicaid Charges | $7,375 |
| 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 |