Baylor Scott & White Medical Center – Waxahachie

Baylor Scott & White Medical Center – Waxahachie, located at 2400 N Interstate Highway 35E in Waxahachie, TX, provides quality care to Ellis County and surrounding communities. As a not-for-profit hospital, it is dedicated to serving everyone through exemplary healthcare, education, research, and community service. The 300,000 square-foot facility offers a wide range of services, including cancer care, women's health, heart and vascular care, and emergency services. Baylor Scott & White Medical Center – Waxahachie has received Magnet with Distinction® recognition for nursing excellence and accreditation for specialty programs, as well as recognition for quality patient care and service excellence, including The Joint Commission Advanced Primary Stroke Center.

Identifiers

Hospital Name Baylor Scott & White Medical Center – Waxahachie
Facility ID 450372

Location

Address 2400 N INTERSTATE HIGHWAY 35E
City/Town Waxahachie
State TX
ZIP Code 75165
County/Parish ELLIS

Health System

Health System Baylor Scott & White Health
Health System Website Domain bswhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 34
Health System Total Beds 4287
Health System Hospital Locations Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Baylor Scott & White Health
Emergency Services Yes

Will Turner

President

Will Turner has been the president of Baylor Scott & White Medical Center – Waxahachie since 2018. [2, 7, 8] He first joined the Baylor Scott & White family in 2012 serving in various leadership roles in Waco (Hillcrest) and Carrollton before joining the Waxahachie team. [2] With more than 18 years in the healthcare industry, he has held several leadership positions across the Baylor Scott & White enterprise, including oversight of both hospital and clinic operations and previously led sales for a major pharmaceutical company in the West Texas Region. [2] He holds an MBA in Healthcare Administration from Baylor University, as well as an MBA in Management and Entrepreneurship and a Bachelor of Arts in Biochemistry from Texas Tech University. [2] He is a fellow of the American College of Healthcare Executives and was honored to have served as the chairman of the Texas Hospital Association's Leadership Council. [2] He currently serves on numerous community boards as a member of the Waxahachie Chamber, Red Oak Chamber, DFW Hospital Council and Meals on Wheels of North Central Texas. [2]

Cindy Murray

Chief Nursing Officer

NA

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 75

Staffing & Personnel

FTE Employees on Payroll 730.55
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 9973
Inpatient Days (Title XIX) 544
Total Inpatient Days 38932
Bed Count 123
Available Bed Days 44895
Discharges (Title V) NA
Discharges (Title XVIII) 2135
Discharges (Title XIX) 79
Total Discharges 8036

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 9178
Inpatient Days (Title XIX; Adults & Peds) 295
Total Inpatient Days (Adults & Peds) 30410
Bed Count (Adults & Peds) 111
Available Bed Days (Adults & Peds) 40515
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2135
Discharges (Title XIX; Adults & Peds) 79
Total Discharges (Adults & Peds) 8036

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients were very positive about the cleanliness of the hospital. Patients were very positive about the quiet atmosphere of the hospital.
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital has had some challengs with infection rates being high.

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 78%

Mortality Group Indicators

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 Better 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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 229

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -1.2
Readmission Score Hospital Return Days for Pneumonia Patients -14.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12
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 5.9
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.8
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.1
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 15.9
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) 1.026
CDI SIR (Standardized Infection Ratio) 0.326
MRSA SIR (Standardized Infection Ratio) 1.206

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $14,858
Bad Debt Expense $31,459
Uncompensated Care Cost $21,423
Total Uncompensated Care $21,447

Operating Expenses ($ thousands)

Total Salaries $68,626
Overhead Expenses (Non-Salary) $161,414
Depreciation Expense $8,300
Total Operating Costs $203,305

Charges ($ thousands)

Inpatient Charges $377,410
Outpatient Charges $615,552
Total Patient Charges $992,963

Wage-Related Details ($ thousands)

Core Wage Costs $15,400
Wage Costs (RHC/FQHC)
Adjusted Salaries $68,817
Contract Labor (Patient Care) $1,349
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $24
Short-Term Investments
Notes Receivable
Accounts Receivable $77,276
Allowance for Doubtful Accounts $-59,036
Inventory $5,304
Prepaid Expenses $-3,994
Other Current Assets
Total Current Assets $69,764

Balance Sheet – Fixed Assets ($ thousands)

Land Value $313
Land Improvements Value
Building Value $117,710
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $87,512
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $115,390

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $185,014
Total Other Assets $185,014
Total Assets $370,169

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $4,664
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $5,503
Total Current Liabilities $10,167

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $3,253
Total Long-Term Liabilities $3,253
Total Liabilities $13,420

Balance Sheet – Equity ($ thousands)

General Fund Balance $356,749
Total Fund Balances $356,749
Total Liabilities & Equity $370,169

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,802
DRG (Post-Oct 1) $15,391
Outlier Payments
DSH Adjustment $417
Eligible DSH % $0
Simulated MC Payments $19,650
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $377,410
Outpatient Revenue $615,753
Total Patient Revenue $993,163
Contractual Allowances & Discounts $719,592
Net Patient Revenue $273,571
Total Operating Expenses $230,040
Net Service Income $43,531
Other Income $17,046
Total Income $60,577
Other Expenses
Net Income $60,577

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $12,391
Medicaid Charges $56,158
Net CHIP Revenue $48
CHIP Charges $353

EHR Information

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

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing No