Baylor Scott & White Medical Center – Centennial

Baylor Scott & White Medical Center – Centennial, located in Frisco, Texas, is a 118-bed full-service hospital dedicated to serving the residents of Frisco, Collin, and Denton counties. We offer a comprehensive range of services, including cardiovascular care, women's health, orthopedics, and spine surgery. Our hospital is committed to providing high-quality, patient-centered care in a modern and welcoming environment. With a focus on advanced surgical options and personalized medical attention, we strive to enhance patient experiences and community health. Visit us at 12505 Lebanon Rd to experience healthcare excellence.

Identifiers

Hospital Name Baylor Scott & White Medical Center – Centennial
Facility ID 450885

Location

Address 12505 LEBANON ROAD
City/Town Frisco
State TX
ZIP Code 75035
County/Parish COLLIN

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 - Other
Ownership Details Baylor Scott & White Health
Emergency Services Yes

Ryan Gebhart

SVP, President, Baylor Scott & White Medical Center – Centennial

Identified as the Principal Officer who runs the hospital.

Dr. Eric Beshires

Chief Medical Officer and Interim Chief Operating Officer

Has been the chief medical officer at BSW Centennial for five years and is currently the interim chief operating officer. Earned his Doctor of Medicine from the Texas A&M University School of Medicine in 1995 before pursuing his Master of Business Administration from the University of Texas at Dallas in 2018. Oversees all hospital operations.

Dr. Ferran Ros

Medical Director of Emergency Medicine

Has been a compassionate, skilled, and highly regarded emergency room physician for 10 years, and became the medical director of Emergency Medicine for BSW Centennial in April 2023. Certified in advanced trauma life support, cardiac life support, pediatric advanced life support, and basic life support. Earned his Doctor of Osteopathic Medicine in 2011 from the Texas College of Osteopathic Medicine at the University of North Texas Health Science Center in Fort Worth. Completed his emergency medicine residency at John Peter Smith Hospital in 2014. Provides leadership to the emergency room department.

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 118

Staffing & Personnel

FTE Employees on Payroll 372.51
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 5248
Inpatient Days (Title XIX) 230
Total Inpatient Days 22031
Bed Count 118
Available Bed Days 43070
Discharges (Title V) NA
Discharges (Title XVIII) 1118
Discharges (Title XIX) 21
Total Discharges 4596

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 4642
Inpatient Days (Title XIX; Adults & Peds) 51
Total Inpatient Days (Adults & Peds) 14583
Bed Count (Adults & Peds) 92
Available Bed Days (Adults & Peds) 33580
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1118
Discharges (Title XIX; Adults & Peds) 21
Total Discharges (Adults & Peds) 4596

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. 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 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 71%

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 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 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) 154

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -1.4
Readmission Score Hospital Return Days for Pneumonia Patients -4.1
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.4
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 1.5
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.8
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.9
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.5
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 Not Available
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery Worse 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.000
CAUTI SIR (Standardized Infection Ratio) 1.383
SSI SIR (Standardized Infection Ratio) 1.669
CDI SIR (Standardized Infection Ratio) 0.540
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

Fiscal Year Begin Apr 01, 2022
Fiscal Year End Mar 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $5,047
Bad Debt Expense $16,137
Uncompensated Care Cost $8,696
Total Uncompensated Care $8,701

Operating Expenses ($ thousands)

Total Salaries $39,759
Overhead Expenses (Non-Salary) $75,274
Depreciation Expense $5,088
Total Operating Costs $94,145

Charges ($ thousands)

Inpatient Charges $207,027
Outpatient Charges $212,883
Total Patient Charges $419,909

Wage-Related Details ($ thousands)

Core Wage Costs $7,970
Wage Costs (RHC/FQHC)
Adjusted Salaries $40,063
Contract Labor (Patient Care) $1,748
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-6
Short-Term Investments
Notes Receivable
Accounts Receivable $35,955
Allowance for Doubtful Accounts $-22,483
Inventory $3,036
Prepaid Expenses $104
Other Current Assets
Total Current Assets $43,112

Balance Sheet – Fixed Assets ($ thousands)

Land Value $12,090
Land Improvements Value $1,389
Building Value $68,255
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $31,192
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $82,410

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $31,736
Total Other Assets $31,740
Total Assets $157,262

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,807
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt $508
Deferred Revenue
Other Current Liabilities $4,965
Total Current Liabilities $13,485

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $1,133
Total Long-Term Liabilities $1,133
Total Liabilities $14,618

Balance Sheet – Equity ($ thousands)

General Fund Balance $142,644
Total Fund Balances $142,644
Total Liabilities & Equity $157,262

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $5,762
DRG (Post-Oct 1) $5,943
Outlier Payments
DSH Adjustment $140
Eligible DSH % $0
Simulated MC Payments $7,037
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $207,027
Outpatient Revenue $212,950
Total Patient Revenue $419,977
Contractual Allowances & Discounts $292,698
Net Patient Revenue $127,279
Total Operating Expenses $115,034
Net Service Income $12,246
Other Income $1,460
Total Income $13,705
Other Expenses $705
Net Income $13,000

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $2,175
Medicaid Charges $11,558
Net CHIP Revenue $5
CHIP Charges $45

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