Baylor Scott & White Medical Center – Irving, located at 1901 N MacArthur Blvd, is a 293-bed, full-service, and fully accredited not-for-profit hospital. We provide advanced healthcare services to Irving, Las Colinas, Coppell, Grand Prairie, and surrounding communities, including heart and vascular care, cancer care, and emergency medicine. Our dedicated team is committed to delivering advanced medical care, enhancing the patient experience, and fostering health, hope, and healing within the community. Following a recent $170 million renovation, we offer hotel-inspired patient rooms and advanced digital technology to create a soothing environment. For physician referrals, call 1.800.4BAYLOR.
| Hospital Name | Baylor Scott & White Medical Center – Irving |
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| Facility ID | 450079 |
| Address | 1901 N MACARTHUR BLVD |
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| City/Town | Irving |
| State | TX |
| ZIP Code | 75061 |
| County/Parish | DALLAS |
| Health System | Baylor Scott & White Health |
|---|---|
| Health System Website Domain | bswhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 34 |
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| Health System Total Beds | 4287 |
| Health System Hospital Locations | Texas |
| Hospital Type | Acute Care Hospitals |
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| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Baylor Scott & White Health |
| Emergency Services | Yes |
President Cindy Schamp, Chief Medical Officer (CMO) John Yaft, Chief Nursing Officer (CNO) Scott Williams, and others closely collaborate to enhance the patient experience, improve care delivery, and help make the hospital a great workplace. [3] This includes creating and nurturing a culture of caring throughout the hospital and overseeing a broad collection of complex processes and sophisticated technology. [3] “We're committed to meeting and anticipating the needs of our growing community and our staff, and to providing advanced medical care for our patients that's conveniently close to home,” says President Cindy Schamp. [3]
President Cindy Schamp, Chief Medical Officer (CMO) John Yaft, Chief Nursing Officer (CNO) Scott Williams, and others closely collaborate to enhance the patient experience, improve care delivery, and help make the hospital a great workplace. [3] “We're one of the first community hospitals in the area with hybrid surgery suites,” says Dr. Yaft. [3]
President Cindy Schamp, Chief Medical Officer (CMO) John Yaft, Chief Nursing Officer (CNO) Scott Williams, and others closely collaborate to enhance the patient experience, improve care delivery, and help make the hospital a great workplace. [3] “Our nurses are the heart of Baylor Scott & White – Irving. We have a remarkable nursing team that not only cares for patients but also builds relationships with them and their families,” says Chief Nursing Officer Scott Williams. [3]
In 2005 Nikoma Wolf started her career with Baylor Scott & White Health Care System as a leader in Medical Staff Services. [6] Through various opportunities she has assumed the roles of Medical Staff Services Director, Service Line & Business Development Director/VP and currently serves as Chief Operation Officer. [6] Ms. Wolf has been instrumental in working with the Medical Staff at several system hospitals to grow and develop service lines such as Orthopedics, Neuroscience, Oncology, Pain Management, and various sub-specialty Surgical programs. [6] In her current role, Ms. Wolf has oversight of the day-to-day operations for a 293-bed acute care facility. [6] In addition, her facility oversight includes tenant leasing and facility maintenance for 3 medical office buildings. [6] She is actively engaged in business development through strategic planning and is an active participate in board governance. [6] She plans, designs, and manages facility construction projects and oversees capital budget process for all facility investments. [6] To date Ms. Wolf has had operational oversight for over 250 million dollars of campus improvements. [6] During her tenure, Ms. Wolf Achieved several national accreditation program certifications to include; Breast Centers (NAPBC), American College of Surgeons' Cancer Program (ACoS), Primary Stroke Center from The Joint Commission, and led a successful site Hospital survey in 2010 from The Joint Commission. [6] She was responsible for assisting with the business development and strategic planning for new 148-bed facility built in 2012. [6] With this new facility she built the Medical Staff Services department and onboarded 500 physicians. [6] Under her leadership she had grown several service lines adding program enhancements that improved quality, patient satisfaction, and profitability. [6] She currently finished a facility innovation and renovation project to support a new patient bed tower to include staff mobile communication devices, development of patient infotainment integration, and identify product solution for RTLS. [6] Wolf earned her undergraduate degree in healthcare administration from the University of Wisconsin-Milwaukee and her master's degree in business from Texas Woman's University. [6] She is a Fellow of the American College of Healthcare Executives (FACHE). [6] Ms. Wolf remains active in the community and is a graduate of Leadership Irving-Las Colinas. [6]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 288 |
|---|
| FTE Employees on Payroll | 892.35 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 10624 |
| Inpatient Days (Title XIX) | 1738 |
| Total Inpatient Days | 56371 |
| Bed Count | 205 |
| Available Bed Days | 74825 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2118 |
| Discharges (Title XIX) | 327 |
| Total Discharges | 11517 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 9761 |
| Inpatient Days (Title XIX; Adults & Peds) | 772 |
| Total Inpatient Days (Adults & Peds) | 44258 |
| Bed Count (Adults & Peds) | 156 |
| Available Bed Days (Adults & Peds) | 56940 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2118 |
| Discharges (Title XIX; Adults & Peds) | 327 |
| Total Discharges (Adults & Peds) | 11517 |
| Care Quality Stengths | High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns |
| 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 | 74% |
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| 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 | 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 | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 158 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -18.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 16.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -0.3 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 22.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.7 |
| 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 | 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 | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| 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 | 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 | Worse Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Number of Cases Too Small |
| 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) | 0.449 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.798 |
| SSI SIR (Standardized Infection Ratio) | 1.054 |
| CDI SIR (Standardized Infection Ratio) | 0.209 |
| MRSA SIR (Standardized Infection Ratio) | 0.309 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $30,310 |
|---|---|
| Bad Debt Expense | $53,998 |
| Uncompensated Care Cost | $42,171 |
| Total Uncompensated Care | $42,324 |
| Total Salaries | $87,186 |
|---|---|
| Overhead Expenses (Non-Salary) | $188,873 |
| Depreciation Expense | $21,586 |
| Total Operating Costs | $226,291 |
| Inpatient Charges | $542,344 |
|---|---|
| Outpatient Charges | $498,303 |
| Total Patient Charges | $1,040,647 |
| Core Wage Costs | $18,461 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $87,344 |
| Contract Labor (Patient Care) | $13,261 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $0 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $79,801 |
| Allowance for Doubtful Accounts | $-62,547 |
| Inventory | $5,781 |
| Prepaid Expenses | $-5,095 |
| Other Current Assets | |
| Total Current Assets | $136,377 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $164,799 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $101,894 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $105,938 |
| Long-Term Investments | $449,812 |
|---|---|
| Other Assets | $126,315 |
| Total Other Assets | $576,127 |
| Total Assets | $818,442 |
| Accounts Payable | $7,733 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | $8 |
| Short-Term Debt | $4,032 |
| Deferred Revenue | |
| Other Current Liabilities | $11,968 |
| Total Current Liabilities | $23,740 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $136,081 |
| Total Long-Term Liabilities | $136,081 |
| Total Liabilities | $159,821 |
| General Fund Balance | $658,621 |
|---|---|
| Total Fund Balances | $658,621 |
| Total Liabilities & Equity | $818,442 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,981 |
| DRG (Post-Oct 1) | $16,146 |
| Outlier Payments | |
| DSH Adjustment | $1,229 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $24,428 |
| Total IME Payments |
| Inpatient Revenue | $542,344 |
|---|---|
| Outpatient Revenue | $498,303 |
| Total Patient Revenue | $1,040,647 |
| Contractual Allowances & Discounts | $795,982 |
| Net Patient Revenue | $244,665 |
| Total Operating Expenses | $276,058 |
| Net Service Income | $-31,393 |
| Other Income | $50,969 |
| Total Income | $19,576 |
| Other Expenses | |
| Net Income | $19,576 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $25,568 |
| Medicaid Charges | $126,356 |
| Net CHIP Revenue | $101 |
| CHIP Charges | $1,173 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | NA |