Baptist Health Shelby Hospital

Baptist Health Shelby Hospital, located in Alabaster, Alabama, is your trusted community healthcare provider. As a 252-bed facility accredited by The Joint Commission, we offer high-quality, compassionate care with a wide range of services, including advanced cardiovascular care, digestive health, emergency services, and neurological care. We are a recognized leader in heart attack, heart failure, and stroke care, with certifications including Primary Stroke Center certification from The Joint Commission and Get With the Guidelines® Gold Plus Achievement in Stroke from the American Heart Association. At Baptist Health Shelby Hospital, you can receive the care you need, close to home.

Identifiers

Hospital Name Baptist Health Shelby Hospital
Facility ID 010016

Location

Address 1000 FIRST STREET NORTH
City/Town Alabaster
State AL
ZIP Code 35007
County/Parish SHELBY

Health System

Health System Baptist Health (Birmingham AL)
Health System Website Domain baptisthealthal.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 4
Health System Total Beds 1236
Health System Hospital Locations Alabama

Ownership & Characteristics

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

Holly Dean

CEO

Holly Dean was named CEO of Shelby Baptist Medical Center (now Baptist Health Shelby Hospital) in Alabaster, Ala., effective Sept. 26, 2022. [11] She has 18 years of experience in hospital administration and previously served as COO of Gulf Coast Hospital in Panama City, Fla. [11] Dean is from the Birmingham area and was born at Shelby Baptist Hospital. [10]

Watson Hughston

COO

Watson Hughston is the COO of Baptist Health Shelby Hospital. [10] He attended the University of Alabama where he obtained his bachelor of science in commerce and business administration followed by a master of business administration from Lipscomb University. [16] Holly Dean, CEO, expressed excitement about working with Hughston and stated he stood out among candidates for the position. [16]

Brian Pavlick

Physician Marketing Manager

Brian Pavlick is listed as the Physician Marketing Manager for Baptist Health Shelby Hospital. [9] He has been quoted discussing the rebranding of the hospital and emphasizing the quality of personnel and the benefit of the partnership with Orlando Health. [14]

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 252

Staffing & Personnel

FTE Employees on Payroll 522.81
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 8702
Inpatient Days (Title XIX) 4109
Total Inpatient Days 38726
Bed Count 212
Available Bed Days 77380
Discharges (Title V) NA
Discharges (Title XVIII) 1565
Discharges (Title XIX) 540
Total Discharges 6994

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 6909
Inpatient Days (Title XIX; Adults & Peds) 2540
Total Inpatient Days (Adults & Peds) 28988
Bed Count (Adults & Peds) 180
Available Bed Days (Adults & Peds) 65700
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1565
Discharges (Title XIX; Adults & Peds) 540
Total Discharges (Adults & Peds) 6994

Quality Summary

Care Quality Stengths
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital is average for patient mortality except being low in 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 pneumonia so that patients don't have to come back to the hospital.

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 61%

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 Worse Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 201

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 28.1
Readmission Score Hospital Return Days for Heart Failure Patients 8
Readmission Score Hospital Return Days for Pneumonia Patients 34.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.7
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 1.2
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.9
Readmission Score Rate of Readmission for CABG 11.5
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.1
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17
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 More Days Than Average 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 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) 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 Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $10,954
Bad Debt Expense $10,852
Uncompensated Care Cost $12,178
Total Uncompensated Care $12,178

Operating Expenses ($ thousands)

Total Salaries $49,060
Overhead Expenses (Non-Salary) $113,452
Depreciation Expense $5,783
Total Operating Costs $147,967

Charges ($ thousands)

Inpatient Charges $908,351
Outpatient Charges $676,573
Total Patient Charges $1,584,924

Wage-Related Details ($ thousands)

Core Wage Costs $8,674
Wage Costs (RHC/FQHC)
Adjusted Salaries $48,869
Contract Labor (Patient Care) $7,439
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $2,917
Short-Term Investments
Notes Receivable
Accounts Receivable $75,033
Allowance for Doubtful Accounts $-55,901
Inventory $4,351
Prepaid Expenses $986
Other Current Assets
Total Current Assets $34,833

Balance Sheet – Fixed Assets ($ thousands)

Land Value $6,570
Land Improvements Value $1,463
Building Value $56,301
Leasehold Improvements
Fixed Equipment Value $3,105
Major Movable Equipment $33,065
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $74,413

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $33,331
Total Other Assets $33,331
Total Assets $142,576

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $10,881
Salaries & Wages Payable $647
Payroll Taxes Payable
Short-Term Debt $953
Deferred Revenue $53
Other Current Liabilities $9,982
Total Current Liabilities $22,517

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $1,975
Total Long-Term Liabilities $1,975
Total Liabilities $24,492

Balance Sheet – Equity ($ thousands)

General Fund Balance $118,084
Total Fund Balances $118,084
Total Liabilities & Equity $142,576

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $13,348
DRG (Post-Oct 1) $4,328
Outlier Payments
DSH Adjustment $137
Eligible DSH % $0
Simulated MC Payments $31,819
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $909,985
Outpatient Revenue $674,939
Total Patient Revenue $1,584,924
Contractual Allowances & Discounts $1,423,874
Net Patient Revenue $161,050
Total Operating Expenses $162,512
Net Service Income $-1,462
Other Income $4,730
Total Income $3,268
Other Expenses
Net Income $3,268

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $4,927
Medicaid Charges $119,581
Net CHIP Revenue $140
CHIP Charges $1,445

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No