Kansas City Orthopaedic Institute (KCOI), located at 3651 College Blvd in Leawood, KS, is the region's premier hospital dedicated exclusively to orthopedic care. As a physician-owned hospital in partnership with Saint Luke's, KCOI prioritizes patient satisfaction and high-quality care. Our state-of-the-art facility offers comprehensive services, including urgent care for orthopedic injuries, inpatient and outpatient surgery, rehabilitation, and advanced imaging. With a team of board-certified orthopedic surgeons and experienced staff, we are committed to helping you return to a pain-free, active life.
| Hospital Name | Kansas City Orthopaedic Institute |
|---|---|
| Facility ID | 170188 |
| Address | 3651 COLLEGE BLVD |
|---|---|
| City/Town | Leawood |
| State | KS |
| ZIP Code | 66211 |
| County/Parish | JOHNSON |
| Health System | Saint Luke's Health System (Kansas City) |
|---|---|
| Health System Website Domain | saintlukeskc.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 583 |
| Health System Hospital Locations | Kansas and Missouri |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Physician |
| Ownership Details | Saint Luke's Health System |
| Emergency Services | No |
Gene Austin was appointed Chief Executive Officer of Kansas City Orthopaedic Institute in January 2024. He also leads the recently-expanded Kansas City Orthopedic Alliance. He previously served as CEO of Columbia Orthopaedic Group. He received a master's degree in healthcare administration from the University of Missouri and has spent most of his career working in orthopedics. He has been involved in and led numerous projects including new construction, major remodeling, corporate redesign as well as EMR and practice management system conversions.
Dr. Christopher Peer was appointed Chief Medical Officer of the Kansas City Orthopaedic Institute effective January 1st. He is also involved in teaching, urgent care direction, and surgical practice. His background includes research at the National Institutes of Health and Dartmouth Medical School. He previously specialized in sports medicine and joint replacement and served as a consultant for the Kansas City Chiefs. His current practice focuses on Sports Medicine injuries to the knee and shoulder as well as joint replacement of knees and shoulders. He teaches the latest arthroscopic surgery techniques.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 21 |
|---|
| FTE Employees on Payroll | 220.65 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1270 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 1979 |
| Bed Count | 17 |
| Available Bed Days | 6205 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 630 |
| Discharges (Title XIX) | NA |
| Total Discharges | 988 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1270 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 1979 |
| Bed Count (Adults & Peds) | 17 |
| Available Bed Days (Adults & Peds) | 6205 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 630 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 988 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the cleanliness of the hospital. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Hospital struggles with high infection rates |
| 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 | 94% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| Mortality Group – Death Rate for Stroke Patients | |
| 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 | 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) | Not Available |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 2.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 12.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Group Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Better 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 | Not Available |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | N/A |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $54 |
|---|---|
| Bad Debt Expense | $968 |
| Uncompensated Care Cost | $265 |
| Total Uncompensated Care | $288 |
| Total Salaries | $17,298 |
|---|---|
| Overhead Expenses (Non-Salary) | $50,776 |
| Depreciation Expense | $4,873 |
| Total Operating Costs | $66,570 |
| Inpatient Charges | $55,017 |
|---|---|
| Outpatient Charges | $251,072 |
| Total Patient Charges | $306,089 |
| Core Wage Costs | $4,211 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $17,298 |
| Contract Labor (Patient Care) | $640 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $4,068 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $38,058 |
| Allowance for Doubtful Accounts | $-27,189 |
| Inventory | $1,445 |
| Prepaid Expenses | $282 |
| Other Current Assets | |
| Total Current Assets | $17,292 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $52,163 |
| Leasehold Improvements | $15,114 |
| Fixed Equipment Value | $1,094 |
| Major Movable Equipment | $13,185 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $46,517 |
| Long-Term Investments | |
|---|---|
| Other Assets | $107 |
| Total Other Assets | $107 |
| Total Assets | $63,915 |
| Accounts Payable | $1,319 |
|---|---|
| Salaries & Wages Payable | $2,067 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $3,500 |
| Total Current Liabilities | $6,886 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $57,975 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $57,975 |
| Total Liabilities | $64,861 |
| General Fund Balance | $-946 |
|---|---|
| Total Fund Balances | $-946 |
| Total Liabilities & Equity | $63,915 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,573 |
| DRG (Post-Oct 1) | $2,194 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $55,017 |
|---|---|
| Outpatient Revenue | $251,072 |
| Total Patient Revenue | $306,089 |
| Contractual Allowances & Discounts | $219,804 |
| Net Patient Revenue | $86,285 |
| Total Operating Expenses | $68,073 |
| Net Service Income | $18,212 |
| Other Income | $1,980 |
| Total Income | $20,191 |
| Other Expenses | $1,256 |
| Net Income | $18,935 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $12 |
| Medicaid Charges | $160 |
| 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 |