Prisma Health Baptist Easley Hospital, located at 200 Fleetwood Drive in Easley, SC, has been serving the community since 1958 by delivering compassionate, high-quality, and safe care. Our campus specializes in a range of inpatient and outpatient services, including cancer care, cardiac care, emergency services, orthopedic care, and wound care, along with advanced imaging and diagnostics. We are recognized for excellence in critical care and pulmonary care. With a strong commitment to patient care, we strive to provide comprehensive and convenient healthcare services to our neighbors. Convenient care is also available at Prisma Health Fleetwood Convenient Care, located across from the hospital at 109 Fleetwood Drive.
| Hospital Name | Prisma Health Baptist Easley Hospital |
|---|---|
| Facility ID | 420015 |
| Address | 200 FLEETWOOD DRIVE |
|---|---|
| City/Town | Easley |
| State | SC |
| ZIP Code | 29640 |
| County/Parish | PICKENS |
| Health System | Prisma Health |
|---|---|
| Health System Website Domain | prismahealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 12 |
|---|---|
| Health System Total Beds | 3060 |
| Health System Hospital Locations | South Carolina and Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Prisma Health |
| Emergency Services | Yes |
Todd Walker has been the CEO of Baptist Easley Hospital at Prisma Health since February 2011. Prior to that, they were the Director of Strategy Deployment at Oconee Medical Center from January 2009 to February 2011. [2] In that role, they developed and implemented the strategic planning process that was fully vetted and approved by the Board of Directors. Todd also facilitated the tracking and updating of the strategic plan for Oconee Medical Center. In addition, they used internal and external resources to conduct market research to identify and evaluate new sites for outreach programs. [2] Under their leadership, Baptist Easley Hospital has flourished and become a top-performing hospital in South Carolina. Todd Walker has a Bachelor of Science from Newberry College and a Master's degree in Health/Health Care Administration/Management from the Medical University of South Carolina. [2] He previously served as director of campus operations for Laurens County Memorial Hospital and served on the United Way of Laurens County board. [11]
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 109 |
|---|
| FTE Employees on Payroll | 369.81 |
|---|---|
| FTE Interns & Residents | 0.88 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 5677 |
| Inpatient Days (Title XIX) | 982 |
| Total Inpatient Days | 22908 |
| Bed Count | 64 |
| Available Bed Days | 23360 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1077 |
| Discharges (Title XIX) | 109 |
| Total Discharges | 4269 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5000 |
| Inpatient Days (Title XIX; Adults & Peds) | 714 |
| Total Inpatient Days (Adults & Peds) | 18286 |
| Bed Count (Adults & Peds) | 51 |
| Available Bed Days (Adults & Peds) | 18615 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1077 |
| Discharges (Title XIX; Adults & Peds) | 109 |
| Total Discharges (Adults & Peds) | 4269 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an above-average 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 has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 62% |
|---|
| 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 | 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 | |
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 181 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 7.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -16 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.4 |
| 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 | 18.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.2 |
| 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 | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.900 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.544 |
| SSI SIR (Standardized Infection Ratio) | 1.499 |
| CDI SIR (Standardized Infection Ratio) | 0.188 |
| MRSA SIR (Standardized Infection Ratio) | 1.512 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $7,109 |
|---|---|
| Bad Debt Expense | $14,327 |
| Uncompensated Care Cost | $10,195 |
| Total Uncompensated Care | $10,195 |
| Total Salaries | $30,353 |
|---|---|
| Overhead Expenses (Non-Salary) | $65,135 |
| Depreciation Expense | $3,826 |
| Total Operating Costs | $105,829 |
| Inpatient Charges | $188,452 |
|---|---|
| Outpatient Charges | $309,213 |
| Total Patient Charges | $497,666 |
| Core Wage Costs | $7,421 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $30,353 |
| Contract Labor (Patient Care) | $10,125 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-27,591 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $21,143 |
| Allowance for Doubtful Accounts | |
| Inventory | $1,616 |
| Prepaid Expenses | |
| Other Current Assets | $5,834 |
| Total Current Assets | $204,901 |
| Land Value | $3,425 |
|---|---|
| Land Improvements Value | $751 |
| Building Value | $13,362 |
| Leasehold Improvements | |
| Fixed Equipment Value | $536 |
| Major Movable Equipment | $18,904 |
| Minor Depreciable Equipment | $15 |
| Health IT Assets | |
| Total Fixed Assets | $22,080 |
| Long-Term Investments | $60 |
|---|---|
| Other Assets | $-62,726 |
| Total Other Assets | $-62,666 |
| Total Assets | $164,315 |
| Accounts Payable | $1,901 |
|---|---|
| Salaries & Wages Payable | $477 |
| Payroll Taxes Payable | $889 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $1,170 |
| Total Current Liabilities | $5,243 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-247 |
| Total Long-Term Liabilities | $-247 |
| Total Liabilities | $4,996 |
| General Fund Balance | $159,319 |
|---|---|
| Total Fund Balances | $159,319 |
| Total Liabilities & Equity | $164,315 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $9,581 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $13,768 |
| Total IME Payments | $23 |
| Inpatient Revenue | $188,452 |
|---|---|
| Outpatient Revenue | $309,213 |
| Total Patient Revenue | $497,666 |
| Contractual Allowances & Discounts | $379,360 |
| Net Patient Revenue | $118,305 |
| Total Operating Expenses | $95,173 |
| Net Service Income | $23,133 |
| Other Income | $574 |
| Total Income | $23,707 |
| Other Expenses | $19,148 |
| Net Income | $4,559 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,054 |
| Medicaid Charges | $12,785 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |