BSA Health System, located at 1600 Wallace Blvd in Amarillo, TX, is a leading healthcare provider delivering clinical excellence to the Texas Panhandle and surrounding areas. As the fourth largest employer in Amarillo, we are recognized for our superior quality and customer service, supported by a dedicated medical staff of over 450 physicians and 3,000 employees. Our mission is to provide quality healthcare in Christian love, service, and dignity, fostering an environment where our team can deliver exceptional patient care. BSA Health System includes BSA Hospital, BSA Harrington Cancer Center, BSA Physicians Group, and numerous specialty clinics, offering a wide range of services including advanced wound care, cancer care, children's and emergency services, heart and vascular care, and surgical services. We strive to be a great place for patients, customers, and employees while maintaining financial strength to achieve our goals.
| Hospital Name | BSA Health System |
|---|---|
| Facility ID | 450231 |
| Address | 1600 WALLACE BLVD |
|---|---|
| City/Town | Amarillo |
| State | TX |
| ZIP Code | 79106 |
| County/Parish | POTTER |
| Health System | Ardent Health Services |
|---|---|
| Health System Website Domain | ardenthealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 1335 |
| Health System Hospital Locations | Idaho, Oklahoma and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Ardent Health Services |
| Emergency Services | Yes |
Joined BSA as vice president of operations in 2003, later becoming chief operating officer (COO). He has spearheaded major growth strategies and played a pivotal role in BSA's achievement of industry-leading employee engagement and customer service results. During his tenure as COO, the health system has seen significant growth in services and fiscal performance. He serves on the boards of the Amarillo Area Foundation and St. Andrews Episcopal School. He also leads BSA's Diversity, Equity and Inclusion Council. Before joining BSA, Cruz was an associate strategy consultant for McKinsey & Company. He started his career with Deutsche Bank International Mergers and Acquisitions as an associate investment banker. Cruz earned a Master of Business Administration degree from Stanford University and a Bachelor of Arts degree from Yale University with a double major in ethics, politics and economics and international studies with a concentration in Latin America.
Recognized for her leadership with the CNO of the Year award. Exhibits leadership in achieving clinical excellence while serving as a mentor and role model for nurses and other department managers. Holds credentials RN, MSN, NEA-BC.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 445 |
|---|
| FTE Employees on Payroll | 1773.34 |
|---|---|
| FTE Interns & Residents | 12.76 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 29413 |
| Inpatient Days (Title XIX) | 1893 |
| Total Inpatient Days | 96041 |
| Bed Count | 357 |
| Available Bed Days | 130305 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5721 |
| Discharges (Title XIX) | 332 |
| Total Discharges | 18785 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 24656 |
| Inpatient Days (Title XIX; Adults & Peds) | 1271 |
| Total Inpatient Days (Adults & Peds) | 73654 |
| Bed Count (Adults & Peds) | 284 |
| Available Bed Days (Adults & Peds) | 103660 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5721 |
| Discharges (Title XIX; Adults & Peds) | 332 |
| Total Discharges (Adults & Peds) | 18785 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has multiple significant high-patient-mortality concerns. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. |
| 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 | 76% |
|---|
| 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 | Worse Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Worse 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 | Worse 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 259 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 17.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 14.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.6 |
| Readmission Score Rate of Readmission for CABG | 12.3 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More 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 | 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 | 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 | 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) | 0.115 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.726 |
| SSI SIR (Standardized Infection Ratio) | 0.092 |
| CDI SIR (Standardized Infection Ratio) | 0.268 |
| MRSA SIR (Standardized Infection Ratio) | 0.257 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $22,950 |
|---|---|
| Bad Debt Expense | $54,667 |
| Uncompensated Care Cost | $33,243 |
| Total Uncompensated Care | $33,303 |
| Total Salaries | $127,592 |
|---|---|
| Overhead Expenses (Non-Salary) | $429,308 |
| Depreciation Expense | $24,200 |
| Total Operating Costs | $441,815 |
| Inpatient Charges | $1,287,203 |
|---|---|
| Outpatient Charges | $1,137,963 |
| Total Patient Charges | $2,425,166 |
| Core Wage Costs | $27,911 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $127,592 |
| Contract Labor (Patient Care) | $21,643 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $276 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $101,146 |
| Allowance for Doubtful Accounts | $-38,505 |
| Inventory | $9,646 |
| Prepaid Expenses | $5,604 |
| Other Current Assets | $-23 |
| Total Current Assets | $82,924 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | $16,249 |
| Fixed Equipment Value | $2,827 |
| Major Movable Equipment | $110,156 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $47,035 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $129,959 |
| Accounts Payable | $19,536 |
|---|---|
| Salaries & Wages Payable | $10,652 |
| Payroll Taxes Payable | $162 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $4,960 |
| Total Current Liabilities | $-528,237 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $105,249 |
| Total Long-Term Liabilities | $105,249 |
| Total Liabilities | $-422,988 |
| General Fund Balance | $552,947 |
|---|---|
| Total Fund Balances | $552,947 |
| Total Liabilities & Equity | $129,959 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $44,921 |
| DRG (Post-Oct 1) | $15,949 |
| Outlier Payments | |
| DSH Adjustment | $1,158 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $38,873 |
| Total IME Payments | $1,009 |
| Inpatient Revenue | $1,257,102 |
|---|---|
| Outpatient Revenue | $1,134,477 |
| Total Patient Revenue | $2,391,579 |
| Contractual Allowances & Discounts | $1,875,538 |
| Net Patient Revenue | $516,041 |
| Total Operating Expenses | $556,900 |
| Net Service Income | $-40,859 |
| Other Income | $23,245 |
| Total Income | $-17,615 |
| Other Expenses | |
| Net Income | $-17,615 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $20,915 |
| Medicaid Charges | $175,432 |
| Net CHIP Revenue | $110 |
| CHIP Charges | $935 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |