Mercy Medical Center Merced

Mercy Medical Center Merced, located at 333 Mercy Avenue, Merced, CA, is a leading healthcare provider dedicated to advancing health for all. As part of Dignity Health and CommonSpirit Health, we offer compassionate, high-quality, and affordable patient-centered care. Our modern facility features private rooms and birthing suites, along with advanced services such as a certified Primary Stroke Center and an ACoS-accredited oncology program at the Mercy Cancer Center. We are committed to serving the Merced County community with comprehensive services, including family care clinics, a breastfeeding education center, and rehabilitation services. Experience exceptional care in a healing environment at Mercy Medical Center Merced.

Identifiers

Hospital Name Mercy Medical Center Merced
Facility ID 050444

Location

Address 333 MERCY AVENUE
City/Town Merced
State CA
ZIP Code 95340
County/Parish MERCED

Health System

Health System CommonSpirit Health
Health System Website Domain commonspirit.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 106
Health System Total Beds 17364
Health System Hospital Locations Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah

Ownership & Characteristics

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

Dale Johns

President and CEO

FACHE. Announced as the new incoming Hospital President and CEO of Mercy Medical Center in Merced effective September 26, 2022. Relocated with his family to Central California after decades of extensive hospital leadership experience in Pennsylvania, Florida, and Utah. Prior to his tenure with Wilkes Barre, he served as CEO of Salt Lake Regional Medical Center in Utah, and CEO of Town and Country Hospital in Florida. Has more than 30 years of health care leadership experience. [5, 8]

Scott Banks

Chief Financial Officer

NA

Kassey Mosher

Chief Philanthropy Officer

NA

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs Yes
Pediatric Residency Program No

Capacity & Services

Licensed Beds 186

Staffing & Personnel

FTE Employees on Payroll 1064.48
FTE Interns & Residents 22.65

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 17436
Inpatient Days (Title XIX) 1750
Total Inpatient Days 48988
Bed Count 186
Available Bed Days 67890
Discharges (Title V) NA
Discharges (Title XVIII) 3129
Discharges (Title XIX) 535
Total Discharges 10378

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 15563
Inpatient Days (Title XIX; Adults & Peds) 1194
Total Inpatient Days (Adults & Peds) 40266
Bed Count (Adults & Peds) 166
Available Bed Days (Adults & Peds) 60590
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3129
Discharges (Title XIX; Adults & Peds) 535
Total Discharges (Adults & Peds) 10378

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 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 failure 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 60%

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 Worse 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) 222

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 14.5
Readmission Score Hospital Return Days for Heart Failure Patients 34.1
Readmission Score Hospital Return Days for Pneumonia Patients 4.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.5
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 13.6
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.3
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 22.1
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.6
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average 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 No Different Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
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) 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 Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $8,611
Bad Debt Expense $11,928
Uncompensated Care Cost $10,924
Total Uncompensated Care $36,395

Operating Expenses ($ thousands)

Total Salaries $119,151
Overhead Expenses (Non-Salary) $253,295
Depreciation Expense $14,364
Total Operating Costs $314,486

Charges ($ thousands)

Inpatient Charges $995,973
Outpatient Charges $923,038
Total Patient Charges $1,919,011

Wage-Related Details ($ thousands)

Core Wage Costs $34,881
Wage Costs (RHC/FQHC) $693
Adjusted Salaries $119,151
Contract Labor (Patient Care) $27,430
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $676

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $22,447
Short-Term Investments
Notes Receivable
Accounts Receivable $247,502
Allowance for Doubtful Accounts $-203,695
Inventory $5,661
Prepaid Expenses $1,438
Other Current Assets
Total Current Assets $115,251

Balance Sheet – Fixed Assets ($ thousands)

Land Value $4,660
Land Improvements Value $7,035
Building Value $228,871
Leasehold Improvements $2,006
Fixed Equipment Value
Major Movable Equipment $49,577
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $229,968

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $64,314
Other Assets $36,391
Total Other Assets $100,705
Total Assets $445,925

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $8,476
Salaries & Wages Payable $12,634
Payroll Taxes Payable $139
Short-Term Debt $12,626
Deferred Revenue $1,203
Other Current Liabilities $18,766
Total Current Liabilities $52,321

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $55,271
Unsecured Loans
Other Long-Term Liabilities $41,190
Total Long-Term Liabilities $96,461
Total Liabilities $148,782

Balance Sheet – Equity ($ thousands)

General Fund Balance $297,143
Total Fund Balances $297,143
Total Liabilities & Equity $445,925

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $9,877
DRG (Post-Oct 1) $30,515
Outlier Payments
DSH Adjustment $3,781
Eligible DSH % $0
Simulated MC Payments $11,214
Total IME Payments $2,201

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,011,760
Outpatient Revenue $907,251
Total Patient Revenue $1,919,011
Contractual Allowances & Discounts $1,533,776
Net Patient Revenue $385,235
Total Operating Expenses $372,446
Net Service Income $12,788
Other Income $20,463
Total Income $33,251
Other Expenses
Net Income $33,251

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $85,674
Medicaid Charges $779,916
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