Ascension Seton Highland Lakes, located in Burnet, TX, is your community hospital dedicated to providing personalized, advanced care close to home. As an acute care hospital and Level IV Trauma Center with a 24/7 Emergency Department, we offer a wide range of services, including an intensive care unit and outpatient specialty care. Our experienced care teams are committed to delivering high-quality, cost-effective care to all, with a focus on emergency services, internal medicine, and specialty care. Nestled in the beautiful Texas Hill Country, we are honored to provide the medical care you need right here in your community.
Hospital Name | Ascension Seton Highland Lakes |
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Facility ID | 451365 |
Address | 3201 S WATER ST |
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City/Town | Burnet |
State | TX |
ZIP Code | 78611 |
County/Parish | BURNET |
Health System | Ascension |
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Health System Website Domain | ascension.org |
Recently Joined Health System (Past 4 Years) | No |
Health System Total Hospitals | 84 |
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Health System Total Beds | 17222 |
Health System Hospital Locations | Florida, Illinois, Indiana, Kansas, Maryland, Michigan, Oklahoma, NA, Tennessee, Texas and Wisconsin |
Hospital Type | Critical Access Hospitals |
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Hospital Ownership | Voluntary non-profit - Private |
Ownership Details | Ascension |
Emergency Services | Yes |
Karen Litterer MSN, RN, NEA-BC, Administrator / CNO is not only a role model for compassion with action and exemplary leadership, but is a true advocate for quality patient care, associate voice and achievement, and for creating a healthy work environment. [12] She creates an environment that fosters collegial relationships, professional empowerment, mutual respect, and teamwork. [12] Karen is a servant leader that works tirelessly to support associates and nurses allowing them to provide high-level care. [12] Karen's leadership consistently raises the standard of care and compassion at Ascension Seton Highland Lakes. [12, 14] One recent example that exudes high-level leadership and Karen's commitment to the patients and all associates was during the February 2021 winter storm. [12] Karen was present each day during the 2021 Winterpocalypse. [12] She immediately addressed the safety of both patient care and staff offering sheltering in place providing hotel access to associates so they could rest well between shifts and get to and from the hospital safely. [12] She also approved meals to be served to staff sheltering in place that were displaced from their homes while eating establishments were closed. [12] Each day Karen worked where needed in various roles offering support and truly leading by example. [12] Not only was she present onsite during the winter weather event, Karen worked in the kitchen cleaning dishes, serving meals and snacks to associates, and even shoveled snow from the walkways. [12] As always, her leadership included both patient and associate advocacy caring for those we serve and those that serve beside us. [12] She assisted in patient flow both into the hospital and out of the ED to other facilities when a patient required a higher level of care. [12] Karen worked with the nurses listening to understand their needs for patient care and proactively offered solutions for unusual situations that arose. [12]
Allopathic Residency Program | Yes |
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Dental Residency Program | No |
Osteopathic Residency Program | No |
Other Residency Programs | Yes |
Pediatric Residency Program | No |
Licensed Beds | 25 |
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FTE Employees on Payroll | 136.81 |
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FTE Interns & Residents | NA |
Inpatient Days (Title V) | NA |
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Inpatient Days (Title XVIII) | 689 |
Inpatient Days (Title XIX) | NA |
Total Inpatient Days | 2822 |
Bed Count | 25 |
Available Bed Days | 9125 |
Discharges (Title V) | NA |
Discharges (Title XVIII) | 167 |
Discharges (Title XIX) | NA |
Total Discharges | 541 |
Inpatient Days (Title V; Adults & Peds) | NA |
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Inpatient Days (Title XVIII; Adults & Peds) | 452 |
Inpatient Days (Title XIX; Adults & Peds) | NA |
Total Inpatient Days (Adults & Peds) | 1430 |
Bed Count (Adults & Peds) | 21 |
Available Bed Days (Adults & Peds) | 7665 |
Discharges (Title V; Adults & Peds) | NA |
Discharges (Title XVIII; Adults & Peds) | 167 |
Discharges (Title XIX; Adults & Peds) | NA |
Total Discharges (Adults & Peds) | 541 |
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 |
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Care Quality Concerns | NA |
Nurse Communication – Star Rating | |
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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 |
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Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
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Mortality Group – Death Rate for Heart Attack Patients | |
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 | |
Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
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) | 113 |
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Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
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Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
Readmission Score Hospital Return Days for Pneumonia Patients | -16.6 |
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.8 |
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 | 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 | 17.8 |
Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.6 |
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16 |
Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
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 | Number of Cases Too Small |
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
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 | No Different Than the National Rate |
Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Number of Cases Too Small |
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 |
CLABSI SIR (Standardized Infection Ratio) | NA |
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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 | Jul 01, 2022 |
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Fiscal Year End | Jun 30, 2023 |
Charity Care Cost | $3,752 |
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Bad Debt Expense | $5,418 |
Uncompensated Care Cost | $4,863 |
Total Uncompensated Care | $4,867 |
Total Salaries | $15,895 |
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Overhead Expenses (Non-Salary) | $37,324 |
Depreciation Expense | $1,057 |
Total Operating Costs | $43,965 |
Inpatient Charges | $30,471 |
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Outpatient Charges | $204,673 |
Total Patient Charges | $235,144 |
Core Wage Costs | |
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Wage Costs (RHC/FQHC) | |
Adjusted Salaries | |
Contract Labor (Patient Care) | |
Wage Costs (Part A Teaching) | |
Wage Costs (Interns & Residents) |
Cash & Bank Balances | $3 |
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Short-Term Investments | |
Notes Receivable | |
Accounts Receivable | $27,076 |
Allowance for Doubtful Accounts | $-20,732 |
Inventory | $589 |
Prepaid Expenses | |
Other Current Assets | $101 |
Total Current Assets | $12,486 |
Land Value | $160 |
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Land Improvements Value | $851 |
Building Value | $19,443 |
Leasehold Improvements | $31 |
Fixed Equipment Value | $116 |
Major Movable Equipment | $13,191 |
Minor Depreciable Equipment | |
Health IT Assets | |
Total Fixed Assets | $12,470 |
Long-Term Investments | |
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Other Assets | $5,461 |
Total Other Assets | $5,461 |
Total Assets | $30,418 |
Accounts Payable | $386 |
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Salaries & Wages Payable | $898 |
Payroll Taxes Payable | |
Short-Term Debt | |
Deferred Revenue | $2,900 |
Other Current Liabilities | $8,079 |
Total Current Liabilities | $12,263 |
Mortgage Debt | |
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Long-Term Notes Payable | |
Unsecured Loans | |
Other Long-Term Liabilities | $2,016 |
Total Long-Term Liabilities | $2,016 |
Total Liabilities | $14,280 |
General Fund Balance | $16,138 |
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Total Fund Balances | $16,138 |
Total Liabilities & Equity | $30,418 |
DRG (Non-Outlier) | |
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DRG (Pre-Oct 1) | |
DRG (Post-Oct 1) | |
Outlier Payments | |
DSH Adjustment | |
Eligible DSH % | |
Simulated MC Payments | |
Total IME Payments |
Inpatient Revenue | $31,254 |
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Outpatient Revenue | $211,299 |
Total Patient Revenue | $242,553 |
Contractual Allowances & Discounts | $182,802 |
Net Patient Revenue | $59,751 |
Total Operating Expenses | $53,219 |
Net Service Income | $6,532 |
Other Income | $1,229 |
Total Income | $7,762 |
Other Expenses | |
Net Income | $7,762 |
Cost-to-Charge Ratio | $0 |
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Net Medicaid Revenue | $651 |
Medicaid Charges | $12,009 |
Net CHIP Revenue | $46 |
CHIP Charges | $115 |
EHR | Epic |
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EHR Version | EpicCare Inpatient (not Community Connect) |
EHR is Changing | No |
ERP | Oracle |
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ERP Version | Fusion 10 |
EHR is Changing | No |