SSM Health St. Joseph Hospital - Lake Saint Louis

SSM Health St. Joseph Hospital - Lake Saint Louis, located at 100 Medical Plaza in Lake Saint Louis, MO, has been serving the community since 1986. As a state-designated Level III Trauma Center with over 200 beds, the hospital offers advanced medical care specializing in obstetrics and pediatrics, among other specialties. Recognized for patient safety excellence and coronary intervention, SSM Health St. Joseph Hospital provides compassionate care in serene outdoor spaces that promote relaxation and healing. The facility is currently undergoing a multi-million dollar improvement project to expand patient rooms and specialty services. We are committed to delivering high-quality, comprehensive healthcare to the residents of western St. Charles, Lincoln, and Warren Counties.

Identifiers

Hospital Name SSM Health St. Joseph Hospital - Lake Saint Louis
Facility ID 260200

Location

Address 100 MEDICAL PLAZA
City/Town Lake Saint Louis
State MO
ZIP Code 63367
County/Parish ST. CHARLES

Health System

Health System SSM Health
Health System Website Domain ssmhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 20
Health System Total Beds 4372
Health System Hospital Locations Illinois, Missouri, Oklahoma and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details SSM Health
Emergency Services Yes

Jerry Rumph

President

Named president of SSM Health St. Joseph Hospital – Lake Saint Louis, effective July 29, 2024. [5] Brings extensive leadership experience to the role, having served as the president of OSF Saint Anthony's Health Center and OSF Saint Clare's Hospital in Illinois, CEO of Mercy Rehabilitation Hospital in St. Louis, vice president of operations for SSM Health St. Joseph Hospital – Lake Saint Louis and CEO of General Leonard Wood Army Community Hospital. [5] Rumph replaces Mike Kelly, who served as the interim president since March. [5] Also serves as an ex officio Trustee for the SSM Health Foundation – St. Louis. [2]

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 100

Staffing & Personnel

FTE Employees on Payroll 813
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 11931
Inpatient Days (Title XIX) 3426
Total Inpatient Days 48684
Bed Count 179
Available Bed Days 65335
Discharges (Title V) NA
Discharges (Title XVIII) 2491
Discharges (Title XIX) 424
Total Discharges 11697

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 11493
Inpatient Days (Title XIX; Adults & Peds) 1927
Total Inpatient Days (Adults & Peds) 43763
Bed Count (Adults & Peds) 169
Available Bed Days (Adults & Peds) 61685
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2491
Discharges (Title XIX; Adults & Peds) 424
Total Discharges (Adults & Peds) 11697

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Patients report challenges the cleanliness of the hospital. 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.

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 65%

Mortality Group Indicators

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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 244

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 61.6
Readmission Score Hospital Return Days for Heart Failure Patients 1
Readmission Score Hospital Return Days for Pneumonia Patients -11.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.1
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 13.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.3
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 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 No Different 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.170
CAUTI SIR (Standardized Infection Ratio) 0.481
SSI SIR (Standardized Infection Ratio) 0.661
CDI SIR (Standardized Infection Ratio) 0.266
MRSA SIR (Standardized Infection Ratio) 1.750

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,265
Bad Debt Expense $16,306
Uncompensated Care Cost $7,213
Total Uncompensated Care $8,423

Operating Expenses ($ thousands)

Total Salaries $71,801
Overhead Expenses (Non-Salary) $133,363
Depreciation Expense $9,849
Total Operating Costs $185,354

Charges ($ thousands)

Inpatient Charges $379,142
Outpatient Charges $399,497
Total Patient Charges $778,640

Wage-Related Details ($ thousands)

Core Wage Costs $27,701
Wage Costs (RHC/FQHC)
Adjusted Salaries $71,801
Contract Labor (Patient Care) $18,474
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $3
Short-Term Investments
Notes Receivable
Accounts Receivable $78,320
Allowance for Doubtful Accounts $-43,765
Inventory $4,230
Prepaid Expenses $960
Other Current Assets
Total Current Assets $39,942

Balance Sheet – Fixed Assets ($ thousands)

Land Value $5,428
Land Improvements Value $2,272
Building Value $146,919
Leasehold Improvements $1,462
Fixed Equipment Value $12,783
Major Movable Equipment $52,546
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $115,305

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $1,050
Other Assets $1,601
Total Other Assets $2,651
Total Assets $157,899

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $277,211
Salaries & Wages Payable $5,343
Payroll Taxes Payable
Short-Term Debt $38
Deferred Revenue $111
Other Current Liabilities $868
Total Current Liabilities $283,571

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $-179,970
Total Long-Term Liabilities $-179,970
Total Liabilities $103,600

Balance Sheet – Equity ($ thousands)

General Fund Balance $54,299
Total Fund Balances $54,299
Total Liabilities & Equity $157,899

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $18,196
DRG (Post-Oct 1) $5,209
Outlier Payments
DSH Adjustment $169
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $384,215
Outpatient Revenue $409,388
Total Patient Revenue $793,602
Contractual Allowances & Discounts $585,220
Net Patient Revenue $208,382
Total Operating Expenses $205,164
Net Service Income $3,219
Other Income $3,398
Total Income $6,617
Other Expenses $101
Net Income $6,515

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $17,482
Medicaid Charges $78,519
Net CHIP Revenue
CHIP Charges

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