Cleveland Clinic South Pointe Hospital, located at 20000 Harvard Road in Warrensville Heights, Ohio, is a 173-bed acute care community teaching hospital. Serving the healthcare needs of Cleveland's southeast suburbs since 1957, South Pointe combines skilled physicians, nurses, and staff to deliver patient-centered care that promotes healing of the mind, body, and spirit. Just minutes from I-480 and I-271, South Pointe offers a range of specialties, including a surgery center, intensive care unit, cancer care, cardiology, and emergency medicine. The hospital is recognized for its expertise and patient care in the region and across Ohio.
| Hospital Name | South Pointe Hospital |
|---|---|
| Facility ID | 360144 |
| Address | 20000 HARVARD ROAD |
|---|---|
| City/Town | Warrensville Heights |
| State | OH |
| ZIP Code | 44122 |
| County/Parish | CUYAHOGA |
| Health System | Cleveland Clinic |
|---|---|
| Health System Website Domain | clevelandclinic.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 18 |
|---|---|
| Health System Total Beds | 5871 |
| Health System Hospital Locations | Florida and Ohio |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Cleveland Clinic |
| Emergency Services | No |
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Margaret McKenzie, MD, MS, FACOG, is the Vice President of Cleveland Clinic South Pointe Hospital and Marymount Hospital. [5] She was named President of South Pointe Hospital effective May 8, 2017. [7] In her institute, Dr. McKenzie is Director of Medical Student Education and Discipline Leader/Clerkship Director. [7] Dr. McKenzie has co-authored two books and has written several book chapters and articles in peer-reviewed journals. [7] She is a sought-after speaker locally, nationally and internationally. [7] After earning her medical degree from the Washington University School of Medicine in St. Louis, she completed internship and residency training in Obstetrics and Gynecology at University Hospitals of Cleveland. [7]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 180 |
|---|
| FTE Employees on Payroll | 661 |
|---|---|
| FTE Interns & Residents | 32.76 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7142 |
| Inpatient Days (Title XIX) | 1768 |
| Total Inpatient Days | 30106 |
| Bed Count | 172 |
| Available Bed Days | 62780 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1352 |
| Discharges (Title XIX) | 335 |
| Total Discharges | 6261 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5395 |
| Inpatient Days (Title XIX; Adults & Peds) | 1341 |
| Total Inpatient Days (Adults & Peds) | 22416 |
| Bed Count (Adults & Peds) | 130 |
| Available Bed Days (Adults & Peds) | 47450 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1352 |
| Discharges (Title XIX; Adults & Peds) | 335 |
| Total Discharges (Adults & Peds) | 6261 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | 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 pneumonia so that patients don't have to come back to the hospital. |
| 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 | 60% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better 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 | |
| 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) | 201 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 27.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 32.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.4 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| 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 | 17.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average 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 | Number of Cases Too Small |
| 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.286 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.547 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.471 |
| MRSA SIR (Standardized Infection Ratio) | 0.244 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,725 |
|---|---|
| Bad Debt Expense | $4,168 |
| Uncompensated Care Cost | $3,776 |
| Total Uncompensated Care | $7,772 |
| Total Salaries | $54,124 |
|---|---|
| Overhead Expenses (Non-Salary) | $94,785 |
| Depreciation Expense | $9,385 |
| Total Operating Costs | $121,719 |
| Inpatient Charges | $219,305 |
|---|---|
| Outpatient Charges | $294,509 |
| Total Patient Charges | $513,814 |
| Core Wage Costs | $11,228 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $56,876 |
| Contract Labor (Patient Care) | $7,856 |
| Wage Costs (Part A Teaching) | $24 |
| Wage Costs (Interns & Residents) | $982 |
| Cash & Bank Balances | $-5 |
|---|---|
| Short-Term Investments | $-106,932 |
| Notes Receivable | |
| Accounts Receivable | $17,905 |
| Allowance for Doubtful Accounts | $-9,350 |
| Inventory | $3,140 |
| Prepaid Expenses | $130 |
| Other Current Assets | |
| Total Current Assets | $-91,212 |
| Land Value | $4,703 |
|---|---|
| Land Improvements Value | $8,438 |
| Building Value | $140,527 |
| Leasehold Improvements | $25 |
| Fixed Equipment Value | $699 |
| Major Movable Equipment | $26,759 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $59,345 |
| Long-Term Investments | |
|---|---|
| Other Assets | $3,525 |
| Total Other Assets | $3,525 |
| Total Assets | $-28,342 |
| Accounts Payable | $4,660 |
|---|---|
| Salaries & Wages Payable | $3,691 |
| Payroll Taxes Payable | |
| Short-Term Debt | $5,142 |
| Deferred Revenue | |
| Other Current Liabilities | $3,050 |
| Total Current Liabilities | $16,543 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $10,870 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $28 |
| Total Long-Term Liabilities | $10,898 |
| Total Liabilities | $27,441 |
| General Fund Balance | $-55,783 |
|---|---|
| Total Fund Balances | $-55,783 |
| Total Liabilities & Equity | $-28,342 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,065 |
| DRG (Post-Oct 1) | $3,483 |
| Outlier Payments | |
| DSH Adjustment | $370 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $20,060 |
| Total IME Payments | $1,201 |
| Inpatient Revenue | $219,305 |
|---|---|
| Outpatient Revenue | $294,509 |
| Total Patient Revenue | $513,814 |
| Contractual Allowances & Discounts | $367,424 |
| Net Patient Revenue | $146,389 |
| Total Operating Expenses | $148,909 |
| Net Service Income | $-2,520 |
| Other Income | $-9,424 |
| Total Income | $-11,944 |
| Other Expenses | |
| Net Income | $-11,944 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $21,408 |
| Medicaid Charges | $113,582 |
| 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 |