WholeATX · Austin metro · Hospitals
Every hospitals business in the Austin metro — ranked by how well their website works for customers and AI search. Looking for one? Start below. Run one? Find your score and what to fix.
11 Austin hospitals sites, scored on nine things every search engine and AI assistant checks. Click a name for the full review and the fixes.
| Business | Area | Site score |
|---|---|---|
| Baylor Scott And White Medical Center - Budawww.bswhealth.com/locations/hospital/buda | Buda | 921 to fix |
| Baylor Scott And White Medical Center - Lakewaywww.bswhealth.com/locations/hospital/lakeway | Lakeway | 921 to fix |
| Baylor Scott And White Medical Center - Pflugervillewww.bswhealth.com/locations/hospital/pflugerville | Pflugerville | 921 to fix |
| Cornerstone Specialty Hospitals Round Rockwww.cornerstonehospitals.com/locations/texas/round-rock | Round Rock | 802 to fix |
| Encompass Health Rehabilitation Hospital of Round Rockencompasshealth.com/roundrockrehab | Round Rock | 802 to fix |
| Saint David's North Austin Medical Centerstdavids.com/location/st-davids-north-austin-medical-center | Austin | 723 to fix |
| Saint David's Round Rock Medical Centerstdavids.com/location/st-davids-round-rock-medical-center | Round Rock | 723 to fix |
| Ascension Dell Children's Medical Center of Central Texaswww.dellchildrens.net | Austin | 703 to fix |
| Seton Medical Center Williamsonwww.seton.net/locations/seton-medical-center-williamson | Round Rock | 703 to fix |
| Saint David's Surgical Hospitalstdavids.com/location/st-davids-surgical-hospital | Round Rock | 604 to fix |
| Baylor Scott & White Medical Center – Round Rockwww.bswhealth.com/locations/round-rock | Round Rock | 09 to fix |
70+ solid 45–69 gaps under 45 costing customers
2 businesses with no website we could locate — every one is a customer searching and finding nothing. Not scored, listed as opportunity. Is one of these yours? Get online →
The firms, funds and institutions that set the terms in hospitals — context, not local listings; never scored.
A page per clinical service line — emergency and trauma, cardiovascular, oncology, orthopedics and spine, neurosciences, women's services and obstetrics, pediatrics, surgery, behavioral health, rehabilitation. Service line is how hospitals organize, budget and market, and how patients actually search.
A page per facility — main campus, community hospitals, freestanding emergency departments, ambulatory surgery centers, imaging and outpatient sites. Local search is the dominant discovery path for acute care, so facility pages carry address, hours, ER wait posture, parking and directions.
How to reach emergency care, what a state-designated trauma level actually means, when to use an ER versus urgent care, pediatric emergency capability, and stroke and STEMI response. High-intent, high-anxiety content that must be accurate and must not overstate designation.
CMS Overall Hospital Quality Star Ratings, Care Compare measures, Leapfrog Hospital Safety Grade, Joint Commission accreditation and disease-specific certifications, infection rates reported to CDC NHSN. Every quality claim on the site should link to the published source that supports it.
HCAHPS domains, what patients report about communication, responsiveness, discharge and quiet at night, and the operational changes behind a score. Experience is both a published measure and a Value-Based Purchasing payment input.
Online scheduling, referrals, transfer center, wait times, throughput, ED boarding and discharge timing. Access content converts, and it is where operations and marketing meet.
The price transparency machine-readable file and consumer price estimator, good faith estimates, itemized bills, payment plans, charity care and financial assistance policy eligibility. Required by rule and among the most-visited pages on any hospital site.
Accepted plans, in-network status by facility and by physician, Medicare Advantage participation, prior authorization, and clear notice when a payer contract is in dispute or terminating. Patients need this before they choose, not after they are billed.
Find-a-doctor directories, specialty and subspecialty pages, credentialing and board certification, employed groups versus independent medical staff, and physician-relations content. Note that physician-directed marketing sits squarely inside Stark and Anti-Kickback constraints.
Nurse recruitment and residency programs, ratios and staffing model, magnet-style professional practice, allied health and support roles, and the shift from contract labor back to core staff. For most systems, careers content is the highest-volume section of the site.
Teaching hospital affiliations, graduate medical education and residency programs, clinical trials and research participation. Academic status changes case mix, cost structure and the kinds of claims a system can credibly make.
Community health needs assessment, uncompensated and charity care, hospital district and public funding, community benefit reporting for nonprofits, and language and access services. This is both a regulatory obligation and a reputational asset.
Patient portal, virtual visits, e-check-in, digital intake, remote monitoring and telehealth coverage rules. The portal is where most of a hospital's repeat digital traffic actually lives.
What a hospital site may and may not do — Stark and Anti-Kickback limits on physician inducements and referral-driven promotion, HIPAA limits on patient stories and on tracking pixels and analytics in patient-facing pages, and substantiation rules for outcome claims. This pillar exists to keep every other pillar out of trouble.
Who operates which campus in Travis, Williamson and Hays counties, where beds and freestanding ERs are being added, Dell Medical School's academic role, Central Health's safety-net function, and the absence of a Texas certificate-of-need law that shapes all of it.
Plain-language explanations of conditions, procedures, preparation and recovery, tied to the service line that treats them. The largest content surface on any hospital site and the main organic entry point for people who are not yet patients.
a clinical business unit with its own volume, margin and marketing - explain that hospitals plan and budget by service line, which is why site content is organised that way
a diagnosis-related group bundles an admission into one payment class; describe the grouping logic without quoting a payment amount, which varies by payer and wage index
a measure of average patient complexity derived from DRG weights; it rises with sicker patients and with better documentation, and both explanations are legitimate
the standardised patient experience survey whose results are public and feed payment programs; distinguish it from a hospital's own satisfaction survey
it rolls up mortality, safety, readmission, experience and process measures into one number; explain the components and that the methodology has been revised, so a change in stars is not always a change in care
admitted patients held in the ED because no inpatient bed is staffed; frame it as a capacity and throughput problem, not an ED performance problem
patients who leave before evaluation; it is a wait-time and access indicator that a hospital can influence directly
licensed is the regulatory ceiling, staffed is what can actually take a patient today; capacity conversations that use the wrong one are misleading
the insurer's advance approval requirement before a service is covered; be clear it is a coverage step, not a clinical decision by the hospital
it removes balance billing for emergency care and for out-of-network clinicians at in-network facilities, moving the dispute to arbitration between payer and provider; cite the federal page
uninsured and self-pay patients are entitled to a written estimate before scheduled care; the estimate is not a binding bill, so say what recourse exists if the bill exceeds it
a federal discount program for safety-net providers whose savings fund care; note that contract-pharmacy access and rebate-model changes are actively contested
Texas does not gate hospital construction through a certificate of need, which is why suburban capacity expands quickly here; say so plainly and contrast with CON states
the file lists negotiated rates by payer and plan, while the bill reflects the actual services delivered and your benefit design; explain both layers and do not quote a price
point to the hospital's price estimator and the required machine-readable file, then to the insurer's cost tool; the final number depends on the patient's own benefits
federal protections cover out-of-network clinicians at in-network facilities for most situations, with defined exceptions and notice-and-consent carve-outs; describe the shape and route to the federal guidance
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