CHRISTUS Spohn Hospital - Kleberg

CHRISTUS Spohn Hospital - Kleberg, located in Kingsville, Texas, is dedicated to providing compassionate, high-quality care to the community. As a Level IV Trauma Center, the hospital offers a wide range of services, including emergency care, intensive care, and rehabilitation services through the Colston Family Fitness and Rehabilitation Center. The Cissy Horlock Taub Women's Center supports women's health at all stages of life. With highly trained physicians and nurse practitioners, CHRISTUS Spohn Hospital - Kleberg is committed to extending the healing ministry of Jesus Christ, ensuring that patients receive the best possible treatment and experience. Your care process begins within 5 minutes, and you'll see a healthcare provider within 30 minutes.

Identifiers

Hospital Name CHRISTUS Spohn Hospital - Kleberg
Facility ID 450163

Location

Address 1311 GENERAL CAVAZOS BLVD
City/Town Kingsville
State TX
ZIP Code 78363
County/Parish KLEBERG

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

Richard Morin

President, CHRISTUS Spohn Hospital Alice and Kleberg

Richard B. Morin is the President of CHRISTUS Spohn Hospital Alice and Kleberg. He began his healthcare career as a Registered Nurse after graduating from Del Mar College in 1994. Over his 28-year career with CHRISTUS Spohn Hospitals, he advanced through various roles, including Director of Perioperative Services at the Kingsville hospital (2001-2007), Director of Perioperative Services at CHRISTUS Spohn Hospital South (June 2007-May 2013), and Chief Nursing Officer at the Kingsville hospital (starting May 2013 for three years). Prior to becoming President of CHRISTUS Spohn Hospital Alice and Kleberg in February 2020, he served as Vice President of Operations for both facilities (April 2017-January 2020) and in the same role for CHRISTUS Spohn Hospital Shoreline and Memorial (May 2016-April 2017). His current role involves responsibility for the operations of both hospitals. Under his leadership, the hospitals have received awards and high ratings for quality and patient services. He has also been involved in implementing services such as on-call Obstetrics, Pediatrics, and General Surgery, 24/7 Cardiology coverage in Alice and Tele-cardiology in Kingsville, COVID-19 safety processes and vaccinations, and an OBGYN Outpatient Clinic in Alice.

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 96

Staffing & Personnel

FTE Employees on Payroll 182.99
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1268
Inpatient Days (Title XIX) 57
Total Inpatient Days 6866
Bed Count 50
Available Bed Days 18250
Discharges (Title V) NA
Discharges (Title XVIII) 293
Discharges (Title XIX) 28
Total Discharges 1821

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 911
Inpatient Days (Title XIX; Adults & Peds) 45
Total Inpatient Days (Adults & Peds) 4609
Bed Count (Adults & Peds) 40
Available Bed Days (Adults & Peds) 14600
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 293
Discharges (Title XIX; Adults & Peds) 28
Total Discharges (Adults & Peds) 1821

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

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 60%

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
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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
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) 211

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 24.8
Readmission Score Hospital Return Days for Pneumonia Patients -1.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.8
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 Not Available
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.2
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.6
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 Number of cases too small
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 Number of Cases Too Small
Readmission Group Heart Failure (HF) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission After Hip/Knee Replacement Not Available
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) N/A
CAUTI SIR (Standardized Infection Ratio) 0.580
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.122
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,957
Bad Debt Expense $2,349
Uncompensated Care Cost $8,306
Total Uncompensated Care $8,310

Operating Expenses ($ thousands)

Total Salaries $13,888
Overhead Expenses (Non-Salary) $31,208
Depreciation Expense $2,358
Total Operating Costs $44,744

Charges ($ thousands)

Inpatient Charges $78,007
Outpatient Charges $263,806
Total Patient Charges $341,813

Wage-Related Details ($ thousands)

Core Wage Costs $2,602
Wage Costs (RHC/FQHC)
Adjusted Salaries $13,888
Contract Labor (Patient Care) $818
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $87
Short-Term Investments
Notes Receivable
Accounts Receivable $36,747
Allowance for Doubtful Accounts $-33,342
Inventory $684
Prepaid Expenses $127
Other Current Assets
Total Current Assets $5,464

Balance Sheet – Fixed Assets ($ thousands)

Land Value $200
Land Improvements Value $1,263
Building Value $36,641
Leasehold Improvements
Fixed Equipment Value $5,522
Major Movable Equipment $15,932
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $16,235

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $368
Total Other Assets $368
Total Assets $22,067

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,421
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $522
Other Current Liabilities $588
Total Current Liabilities $4,531

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $-1,902
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $-1,902
Total Liabilities $2,629

Balance Sheet – Equity ($ thousands)

General Fund Balance $19,438
Total Fund Balances $19,438
Total Liabilities & Equity $22,067

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $617
DRG (Post-Oct 1) $1,618
Outlier Payments
DSH Adjustment $67
Eligible DSH % $0
Simulated MC Payments $4,029
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $78,042
Outpatient Revenue $263,806
Total Patient Revenue $341,848
Contractual Allowances & Discounts $294,695
Net Patient Revenue $47,153
Total Operating Expenses $45,096
Net Service Income $2,058
Other Income $597
Total Income $2,655
Other Expenses
Net Income $2,655

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $8,312
Medicaid Charges $61,422
Net CHIP Revenue $14
CHIP Charges $134

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