Emerald Coast Behavioral Hospital, located in Panama City, Florida, is a Joint Commission-accredited psychiatric facility dedicated to providing mental health services for children, adolescents, adults, active duty service members, veterans, and their families. Our 86-bed inpatient hospital and outpatient center offer acute psychiatric services in a secure and nurturing environment. Treatment includes medication management and various therapeutic approaches such as Cognitive Behavioral Therapy (CBT) and Dialectical Behavior Therapy (DBT). We prioritize rapidly stabilizing acute symptoms and transitioning patients to less restrictive outpatient care, including intensive outpatient programs available at our main campus and satellite locations. Additionally, Emerald Coast Behavioral Hospital is proud to offer Transcranial Magnetic Stimulation (TMS) therapy.
| Hospital Name | Emerald Coast Behavioral Hospital |
|---|---|
| Facility ID | 104073 |
| Address | 1940 HARRISON AVE |
|---|---|
| City/Town | Panama City |
| State | FL |
| ZIP Code | 32405 |
| County/Parish | BAY |
| Health System | Universal Health Services |
|---|---|
| Health System Website Domain | uhs.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 100 |
|---|---|
| Health System Total Beds | 12060 |
| Health System Hospital Locations | Alabama, Arkansas, Arizona, California, Colorado, NA, Delaware, Florida, Georgia, Illinois, Indiana, Kentucky, Louisiana, Massachusetts, Michigan, Mississippi, North Carolina, North Dakota, New Jersey, New Mexico, Nevada, Ohio, Oklahoma, Oregon, Pennsylvania, South Carolina, Tennessee, Texas, Utah, Virginia, Washington and Wisconsin |
| Hospital Type | Psychiatric |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Universal Health Services |
| Emergency Services | No |
Tim Bedford began his 31-year healthcare career as Plant Operations Director for Florida Camelot Residential Treatment Center in Tampa, Florida. His expertise includes a wide scope of behavioral administration, including plant operations, environmental services, food services, purchasing, information technology, security, communications and all clinical department areas. In 1988, he built new hospitals for Charter Medical and became Director of Operations at Charter Pasco in Land O' Lakes, Florida, advancing his career to include Charter Tampa Bay in Tampa, Florida, and Charter Medfield Hospitals in Clearwater, Florida. In 2010, Tim joined Emerald Coast Behavioral Hospital in Panama City, Florida as Chief Executive Officer, where he has worked diligently to upgrade the facility and its programming to appropriately meet the community's growing needs. Tim is also responsible for the development and addition of our substance abuse program at the hospital, as well as our military-specific Patriot Support Program, the Military Resiliency Program. Additionally, Tim implemented a new treatment modality, Dialectical Behavior Therapy (DBT), facility-wide, which is the first time this therapy has been introduced in the acute care setting.
Tiffani Evans attended Indiana University where she was awarded her Bachelor of Science in Nursing.
Jeff is from Dothan, Alabama and received his B.A. Criminal Justice/Political Science from the University of Alabama as well as his M.S. in Counseling & Psychology from Troy University. Jeff joined Emerald Coast Behavioral Hospital in December of 2020 after a long career with Life Management Center in Panama City and has been a huge asset to our Clinical Team here at Emerald Coast. His experience has ranged from treating adults as well as kids and has worked heavily with the forensic population and those in a mental health or substance use crisis. Jeff believes “To lead, you have to do it from the front and do it by example.” Jeff always had a passion for mental health but what truly lead him to the career field was that he saw people need help from time to time, and to be truly happy, we have to do as we are led. Helping people in need is one of the greatest ways we can serve our fellow person.
Rob Reuille was born and raised in LaPorte, Indiana until enlisting in the United States Air Force in 1996. Rob began his military and mental health career as a mental health technician, gaining experience in both the inpatient and outpatient settings.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 86 |
|---|
| FTE Employees on Payroll | 155.36 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 679 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 21687 |
| Bed Count | 86 |
| Available Bed Days | 31390 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 91 |
| Discharges (Title XIX) | NA |
| Total Discharges | 2017 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 679 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 21687 |
| Bed Count (Adults & Peds) | 86 |
| Available Bed Days (Adults & Peds) | 31390 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 91 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 2017 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | NA |
| 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 |
| Percent of Patients Who Definitely Recommend the Hospital |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| 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) | NA |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | NA |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | NA |
| Readmission Score Hospital Return Days for Pneumonia Patients | NA |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission for CABG | NA |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | NA |
| Readmission Group Hospital Return Days for Heart Attack Patients | NA |
| Readmission Group Hospital Return Days for Heart Failure Patients | NA |
| Readmission Group Hospital Return Days for Pneumonia Patients | NA |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission for CABG | NA |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | NA |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| 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 | Nov 01, 2021 |
|---|---|
| Fiscal Year End | Oct 31, 2022 |
| Charity Care Cost | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $9,759 |
|---|---|
| Overhead Expenses (Non-Salary) | $12,875 |
| Depreciation Expense | $1,148 |
| Total Operating Costs | $14,597 |
| Inpatient Charges | $47,707 |
|---|---|
| Outpatient Charges | $4,957 |
| Total Patient Charges | $52,664 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-30 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,456 |
| Allowance for Doubtful Accounts | $-5,022 |
| Inventory | $16 |
| Prepaid Expenses | $93 |
| Other Current Assets | |
| Total Current Assets | $3,530 |
| Land Value | $3,407 |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | $15,933 |
| Fixed Equipment Value | |
| Major Movable Equipment | $2,114 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $16,138 |
| Long-Term Investments | $118 |
|---|---|
| Other Assets | $926 |
| Total Other Assets | $1,043 |
| Total Assets | $20,711 |
| Accounts Payable | $542 |
|---|---|
| Salaries & Wages Payable | $363 |
| Payroll Taxes Payable | $412 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-129 |
| Total Current Liabilities | $1,187 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-6,771 |
| Total Long-Term Liabilities | $-6,771 |
| Total Liabilities | $-5,584 |
| General Fund Balance | $26,295 |
|---|---|
| Total Fund Balances | $26,295 |
| Total Liabilities & Equity | $20,711 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $52,520 |
|---|---|
| Outpatient Revenue | $14,201 |
| Total Patient Revenue | $66,721 |
| Contractual Allowances & Discounts | $41,703 |
| Net Patient Revenue | $25,018 |
| Total Operating Expenses | $22,983 |
| Net Service Income | $2,036 |
| Other Income | $94 |
| Total Income | $2,130 |
| Other Expenses | |
| Net Income | $2,130 |
| Cost-to-Charge Ratio | |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |