CHRISTUS Shreveport-Bossier Health System

CHRISTUS Shreveport-Bossier Health System, located at 1453 E Bert Kouns Industrial Loop in Shreveport, LA, is a leading healthcare provider committed to extending the healing ministry of Jesus Christ. As a Catholic, not-for-profit system, we offer a comprehensive range of services, including cardiovascular care, oncology, orthopedics, surgery, birthing services, and emergency care. With a dedicated team of over 600 physicians and 1,800 employees, we combine state-of-the-art technology with compassionate, hands-on care. For over a century, we have proudly served the Shreveport-Bossier City area and are recognized as a leader in healthcare across Northwest Louisiana and beyond.

Identifiers

Hospital Name CHRISTUS Shreveport-Bossier Health System
Facility ID 190041

Location

Address 1453 E BERT KOUNS INDUSTRIAL LOOP
City/Town Shreveport
State LA
ZIP Code 71105
County/Parish CADDO

Health System

Health System CHRISTUS Health
Health System Website Domain christushealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 24
Health System Total Beds 5528
Health System Hospital Locations Louisiana, New Mexico and Texas

Ownership & Characteristics

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

Casey Robertson

President and CEO

Casey Robertson was appointed as the new president and CEO of the CHRISTUS Shreveport-Bossier Health System, effective Dec. 4, 2023. [6] He brings nearly 20 years of health care administration experience, including more than 10 years at the CEO level. [6, 8] Prior to joining CHRISTUS, he was CEO of Sadiant Inc. and had previous roles as CEO at Longview Regional Medical Center and Woodland Heights Medical Center. [6] He previously served as the chief operating officer at CHRISTUS Good Shepherd Health System in Longview, Texas. [8] He holds a bachelor's degree in psychology from Texas A&M University and a master's degree in health care administration from Trinity University in San Antonio. [6]

Dr. Dana Smelser

Director of Strategy

NA

Jennifer Varnadore

Administrator Bossier Emergency Hospital

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 242

Staffing & Personnel

FTE Employees on Payroll 952.31
FTE Interns & Residents 2.05

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 15118
Inpatient Days (Title XIX) 215
Total Inpatient Days 42182
Bed Count 198
Available Bed Days 72270
Discharges (Title V) NA
Discharges (Title XVIII) 3594
Discharges (Title XIX) 35
Total Discharges 9758

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 13016
Inpatient Days (Title XIX; Adults & Peds) 112
Total Inpatient Days (Adults & Peds) 32963
Bed Count (Adults & Peds) 151
Available Bed Days (Adults & Peds) 55115
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3594
Discharges (Title XIX; Adults & Peds) 35
Total Discharges (Adults & Peds) 9758

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 73%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
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 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) 172

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 5.8
Readmission Score Hospital Return Days for Heart Failure Patients -10
Readmission Score Hospital Return Days for Pneumonia Patients 7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.6
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 4.2
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.6
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.6
Readmission Score Rate of Readmission for CABG 12.9
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 17.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.6
Readmission Group Hospital Return Days for Heart Attack Patients Average Days 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 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 Better 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 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) 1.485
CAUTI SIR (Standardized Infection Ratio) 0.497
SSI SIR (Standardized Infection Ratio) 0.630
CDI SIR (Standardized Infection Ratio) 0.481
MRSA SIR (Standardized Infection Ratio) 1.935

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $4,914
Bad Debt Expense $4,216
Uncompensated Care Cost $5,796
Total Uncompensated Care $5,796

Operating Expenses ($ thousands)

Total Salaries $83,335
Overhead Expenses (Non-Salary) $213,404
Depreciation Expense $16,664
Total Operating Costs $270,249

Charges ($ thousands)

Inpatient Charges $666,402
Outpatient Charges $934,982
Total Patient Charges $1,601,383

Wage-Related Details ($ thousands)

Core Wage Costs $15,316
Wage Costs (RHC/FQHC)
Adjusted Salaries $83,335
Contract Labor (Patient Care) $29,978
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $291
Short-Term Investments
Notes Receivable
Accounts Receivable $113,324
Allowance for Doubtful Accounts $-76,052
Inventory $10,232
Prepaid Expenses $1,453
Other Current Assets
Total Current Assets $50,188

Balance Sheet – Fixed Assets ($ thousands)

Land Value $20,223
Land Improvements Value $6,029
Building Value $191,188
Leasehold Improvements $1,285
Fixed Equipment Value $45,867
Major Movable Equipment $126,083
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $159,076

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $8,798
Total Other Assets $8,798
Total Assets $218,063

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $5,340
Salaries & Wages Payable $3,967
Payroll Taxes Payable $2
Short-Term Debt $974
Deferred Revenue $-61
Other Current Liabilities $2,980
Total Current Liabilities $13,203

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $174
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $174
Total Liabilities $13,376

Balance Sheet – Equity ($ thousands)

General Fund Balance $204,686
Total Fund Balances $204,686
Total Liabilities & Equity $218,063

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $8,694
DRG (Post-Oct 1) $26,932
Outlier Payments
DSH Adjustment $1,057
Eligible DSH % $0
Simulated MC Payments $21,350
Total IME Payments $140

Revenue & Income Statement ($ thousands)

Inpatient Revenue $666,402
Outpatient Revenue $934,982
Total Patient Revenue $1,601,383
Contractual Allowances & Discounts $1,316,304
Net Patient Revenue $285,079
Total Operating Expenses $296,738
Net Service Income $-11,660
Other Income $11,843
Total Income $184
Other Expenses
Net Income $184

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $19,275
Medicaid Charges $165,655
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Infor
ERP Version Cloudsuite
EHR is Changing No