Ascension Seton Williamson Hospital

Ascension Seton Williamson Hospital, located in Round Rock, Texas, is a full-service hospital providing personalized care for all your health needs. As a Level II Trauma Center with 24/7 emergency care, a Primary Heart Attack Center, and a Primary Plus Stroke Center, we offer advanced specialty care in areas such as heart and vascular, orthopedics, women's health, and neurosurgery, all close to home. Our dedicated care teams deliver compassionate, spiritually centered care for you and your family. We are committed to providing state-of-the-art opportunities for individuals to continue healing near their loved ones.

Identifiers

Hospital Name Ascension Seton Williamson Hospital
Facility ID 670041

Location

Address 201 SETON PARKWAY
City/Town Round Rock
State TX
ZIP Code 78664
County/Parish WILLIAMSON

Health System

Health System Ascension
Health System Website Domain ascension.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 84
Health System Total Beds 17222
Health System Hospital Locations Florida, Illinois, Indiana, Kansas, Maryland, Michigan, Oklahoma, NA, Tennessee, Texas and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Ascension
Emergency Services Yes

Andrew Gnann

President

Andrew Gnann was announced as the new president of Ascension Seton Williamson on Aug. 22, 2023. He has more than 18 years of leadership experience within health care operations, clinical programs, talent management, and quality improvement. He previously served as president of Ascension St. Vincent's East, Blount and St. Clair in Alabama, and also previously served as president of Ascension St. Vincent's Birmingham and Ascension St. Vincent's Chilton in Alabama. He was recognized for his leadership during the COVID-19 pandemic and successes in physician recruitment, patient satisfaction, and clinical program development. Gnann is responsible for overall operations and financial stewardship of the hospital, leading strategic growth priorities for the Williamson County service area, including the continued development of key programs such as cardiovascular care, trauma, women's services, neurosciences, and orthopedics.

Carleen Merola

Nursing Director | Critical Care

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 181

Staffing & Personnel

FTE Employees on Payroll 731.67
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 12269
Inpatient Days (Title XIX) 496
Total Inpatient Days 51406
Bed Count 181
Available Bed Days 66065
Discharges (Title V) NA
Discharges (Title XVIII) 2240
Discharges (Title XIX) 120
Total Discharges 9061

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 5195
Inpatient Days (Title XIX; Adults & Peds) 196
Total Inpatient Days (Adults & Peds) 24223
Bed Count (Adults & Peds) 94
Available Bed Days (Adults & Peds) 34310
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2240
Discharges (Title XIX; Adults & Peds) 120
Total Discharges (Adults & Peds) 9061

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. 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 68%

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 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 Better 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) 179

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -20.7
Readmission Score Hospital Return Days for Heart Failure Patients -9.3
Readmission Score Hospital Return Days for Pneumonia Patients -15.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.9
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 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.3
Readmission Score Rate of Readmission for CABG 10.3
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.2
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15
Readmission Group Hospital Return Days for Heart Attack Patients Fewer Days Than Average 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 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 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) 0.713
CAUTI SIR (Standardized Infection Ratio) 0.261
SSI SIR (Standardized Infection Ratio) 0.948
CDI SIR (Standardized Infection Ratio) 0.230
MRSA SIR (Standardized Infection Ratio) 0.402

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $17,671
Bad Debt Expense $51,567
Uncompensated Care Cost $23,910
Total Uncompensated Care $24,035

Operating Expenses ($ thousands)

Total Salaries $70,875
Overhead Expenses (Non-Salary) $157,900
Depreciation Expense $6,097
Total Operating Costs $213,048

Charges ($ thousands)

Inpatient Charges $1,208,329
Outpatient Charges $578,394
Total Patient Charges $1,786,723

Wage-Related Details ($ thousands)

Core Wage Costs $12,529
Wage Costs (RHC/FQHC)
Adjusted Salaries $70,814
Contract Labor (Patient Care) $1,703
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 $188,856
Allowance for Doubtful Accounts $-144,375
Inventory $4,963
Prepaid Expenses $1
Other Current Assets $2,702
Total Current Assets $79,606

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,659
Land Improvements Value $8,502
Building Value $130,226
Leasehold Improvements $22
Fixed Equipment Value $614
Major Movable Equipment $74,675
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $108,393

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $1,607
Total Other Assets $1,607
Total Assets $189,606

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,556
Salaries & Wages Payable $5,767
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $5,179
Other Current Liabilities $29,258
Total Current Liabilities $43,760

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $16,250
Total Long-Term Liabilities $16,250
Total Liabilities $60,009

Balance Sheet – Equity ($ thousands)

General Fund Balance $129,597
Total Fund Balances $129,597
Total Liabilities & Equity $189,606

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $6,878
DRG (Post-Oct 1) $20,486
Outlier Payments
DSH Adjustment $449
Eligible DSH % $0
Simulated MC Payments $21,722
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,208,682
Outpatient Revenue $578,413
Total Patient Revenue $1,787,095
Contractual Allowances & Discounts $1,535,209
Net Patient Revenue $251,886
Total Operating Expenses $228,775
Net Service Income $23,111
Other Income $2,020
Total Income $25,132
Other Expenses
Net Income $25,132

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $10,132
Medicaid Charges $110,764
Net CHIP Revenue $147
CHIP Charges $1,471

EHR Information

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

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No