Baptist Hospital

Located in Miami, Florida, Baptist Hospital is a leading medical center recognized for its exceptional care and advanced technology. As a flagship facility, it houses three Centers of Excellence: Miami Cancer Institute, Miami Cardiac & Vascular Institute, and Miami Neuroscience Institute. With a strong focus on quality and patient satisfaction, Baptist Hospital offers a wide range of specialties and services, attracting patients from around the world. The hospital's serene atmosphere, combined with its highly qualified staff, ensures a warm and welcoming experience for all. Baptist Hospital is dedicated to providing comprehensive and compassionate care, making it a top choice for healthcare needs.

Identifiers

Hospital Name Baptist Hospital
Facility ID 100008

Location

Address 8900 N KENDALL DR
City/Town Miami
State FL
ZIP Code 33176
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 Tenet Healthcare
Emergency Services Yes

Bill Ulbricht

Chief Executive Officer of Baptist Hospital

Appointed CEO effective May 11, 2022. Previously served as Chief Operating and Administrative Officer for the Clinical Enterprise division of Baptist Health since August 2019. Prior to joining Baptist Health, he spent 23 years with BayCare Health System in Tampa. He has almost 30 years of operational and management experience with a strong background in healthcare finance, strategic planning, and organizational development. He is active in community and professional organizations including American Cancer Association, American College of Healthcare Executives, American Heart Association, Florida Hospital Association and United Way. He received his Bachelor's degree in Business Administration – Finance from the University of Kentucky and his Master's Degree in Business Administration from Regis University in Denver.

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 948

Staffing & Personnel

FTE Employees on Payroll 4983
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 36004
Inpatient Days (Title XIX) 4993
Total Inpatient Days 200733
Bed Count 948
Available Bed Days 346020
Discharges (Title V) NA
Discharges (Title XVIII) 1308
Discharges (Title XIX) 409
Total Discharges 27424

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 30516
Inpatient Days (Title XIX; Adults & Peds) 3186
Total Inpatient Days (Adults & Peds) 157489
Bed Count (Adults & Peds) 824
Available Bed Days (Adults & Peds) 300760
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1308
Discharges (Title XIX; Adults & Peds) 409
Total Discharges (Adults & Peds) 27424

Quality Summary

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 heart failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

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 76%

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 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 Better 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 Worse 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) 242

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -17.7
Readmission Score Hospital Return Days for Heart Failure Patients 32.1
Readmission Score Hospital Return Days for Pneumonia Patients 22.3
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 9.4
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.3
Readmission Score Rate of Readmission for CABG 10
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.5
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.3
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average 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 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) 0.320
CAUTI SIR (Standardized Infection Ratio) 0.286
SSI SIR (Standardized Infection Ratio) 1.070
CDI SIR (Standardized Infection Ratio) 0.238
MRSA SIR (Standardized Infection Ratio) 0.867

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $29,283
Bad Debt Expense $133,977
Uncompensated Care Cost $54,878
Total Uncompensated Care $158,434

Operating Expenses ($ thousands)

Total Salaries $403,267
Overhead Expenses (Non-Salary) $1,121,655
Depreciation Expense $105,134
Total Operating Costs $1,285,413

Charges ($ thousands)

Inpatient Charges $3,339,817
Outpatient Charges $3,562,181
Total Patient Charges $6,901,998

Wage-Related Details ($ thousands)

Core Wage Costs $89,349
Wage Costs (RHC/FQHC)
Adjusted Salaries $403,267
Contract Labor (Patient Care) $55,226
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $49
Short-Term Investments
Notes Receivable
Accounts Receivable $686,165
Allowance for Doubtful Accounts $-424,101
Inventory
Prepaid Expenses
Other Current Assets $53,340
Total Current Assets $315,445

Balance Sheet – Fixed Assets ($ thousands)

Land Value $116,526
Land Improvements Value $10,812
Building Value $975,034
Leasehold Improvements $6,906
Fixed Equipment Value $84,424
Major Movable Equipment $352,661
Minor Depreciable Equipment
Health IT Assets $1,436
Total Fixed Assets $925,494

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $14,363
Other Assets $65,526
Total Other Assets $79,889
Total Assets $1,320,828

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable
Salaries & Wages Payable $3,433
Payroll Taxes Payable
Short-Term Debt $10,994
Deferred Revenue
Other Current Liabilities $134,516
Total Current Liabilities $148,944

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $544,899
Long-Term Notes Payable
Unsecured Loans $10,002
Other Long-Term Liabilities $58,383
Total Long-Term Liabilities $613,285
Total Liabilities $762,228

Balance Sheet – Equity ($ thousands)

General Fund Balance $558,600
Total Fund Balances $558,600
Total Liabilities & Equity $1,320,828

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $57,738
Outlier Payments
DSH Adjustment $3,916
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $3,339,820
Outpatient Revenue $3,562,266
Total Patient Revenue $6,902,086
Contractual Allowances & Discounts $5,192,423
Net Patient Revenue $1,709,664
Total Operating Expenses $1,524,921
Net Service Income $184,742
Other Income $92,790
Total Income $277,532
Other Expenses $5,896
Net Income $271,636

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $5,570
Medicaid Charges $587,772
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