Barnes-Jewish St. Peters Hospital

Barnes-Jewish St. Peters Hospital, located at 10 Hospital Drive in St. Peters, MO, has provided exceptional care to the community for over 40 years. As part of BJC HealthCare, the hospital offers a comprehensive range of medical services, including a Level II Stroke Center, cardiology, oncology with an on-site Siteman Cancer Center facility, and robotic-assisted surgery. We are committed to delivering high-quality inpatient and outpatient care, focusing on specialty areas such as orthopedics, neurosurgery, and emergency services. Our campus also features medical office buildings housing specialists in primary care, cardiology, surgery, and pulmonology, ensuring that all your healthcare needs are met close to home. We have earned an "Accreditation with Full Standards Compliance" status from The Joint Commission.

Identifiers

Hospital Name Barnes-Jewish St. Peters Hospital
Facility ID 260191

Location

Address 10 HOSPITAL DR
City/Town Saint Peters
State MO
ZIP Code 63376
County/Parish ST. CHARLES

Health System

Health System BJC HealthCare
Health System Website Domain bjc.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 13
Health System Total Beds 5091
Health System Hospital Locations Illinois and Missouri

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details BJC HealthCare
Emergency Services Yes

Greg Patterson

President

Named president of Barnes-Jewish St. Peters Hospital and Progress West Hospital in July 2024. [6, 8] Previously served as president of Barnes-Jewish West County Hospital. [6, 8] Prior to that, he was vice president and chief operating officer at Barnes-Jewish St. Peters and Progress West Hospitals, responsible for general operations for both hospitals, with direct oversight of surgical and endoscopy services, laboratories, radiology, radiation oncology, vascular intervention labs, respiratory care, physician services, facilities, environmental services, food and nutrition, security, and emergency preparedness. [6, 8] Greg began his career with BJC HealthCare in 2008. [6] He is a graduate of Saint Louis University, where he earned a bachelor’s degree in political science and a master’s degree in education as well as a Juris Doctorate from the Saint Louis University School of Law. [6]

Dr. Nadia Zia

Chief Medical Officer and Vice President

Also listed as Secretary of the BJC St. Charles County Board. [5]

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 111

Staffing & Personnel

FTE Employees on Payroll 573.65
FTE Interns & Residents 0.89

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 9135
Inpatient Days (Title XIX) 947
Total Inpatient Days 29051
Bed Count 110
Available Bed Days 40150
Discharges (Title V) NA
Discharges (Title XVIII) 1806
Discharges (Title XIX) 202
Total Discharges 5950

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 8379
Inpatient Days (Title XIX; Adults & Peds) 867
Total Inpatient Days (Adults & Peds) 26429
Bed Count (Adults & Peds) 94
Available Bed Days (Adults & Peds) 34310
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1806
Discharges (Title XIX; Adults & Peds) 202
Total Discharges (Adults & Peds) 5950

Quality Summary

Care Quality Stengths High 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 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 71%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
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) 227

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 0.5
Readmission Score Hospital Return Days for Heart Failure Patients 4.2
Readmission Score Hospital Return Days for Pneumonia Patients 7
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 9.9
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.2
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.9
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.5
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.4
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 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 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 No Different 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 No Different Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.151
CAUTI SIR (Standardized Infection Ratio) 0.119
SSI SIR (Standardized Infection Ratio) 0.118
CDI SIR (Standardized Infection Ratio) 0.484
MRSA SIR (Standardized Infection Ratio) 0.991

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,468
Bad Debt Expense $10,331
Uncompensated Care Cost $5,849
Total Uncompensated Care $7,677

Operating Expenses ($ thousands)

Total Salaries $48,388
Overhead Expenses (Non-Salary) $123,743
Depreciation Expense $4,055
Total Operating Costs $154,920

Charges ($ thousands)

Inpatient Charges $242,632
Outpatient Charges $442,778
Total Patient Charges $685,411

Wage-Related Details ($ thousands)

Core Wage Costs $13,660
Wage Costs (RHC/FQHC)
Adjusted Salaries $48,452
Contract Labor (Patient Care) $13,904
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $396
Short-Term Investments
Notes Receivable
Accounts Receivable $60,941
Allowance for Doubtful Accounts $-36,998
Inventory
Prepaid Expenses
Other Current Assets $3,413
Total Current Assets $27,752

Balance Sheet – Fixed Assets ($ thousands)

Land Value $9,300
Land Improvements Value $3,921
Building Value $117,362
Leasehold Improvements
Fixed Equipment Value $24,537
Major Movable Equipment $59,361
Minor Depreciable Equipment
Health IT Assets $5,460
Total Fixed Assets $65,838

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $2,158
Total Other Assets $2,158
Total Assets $95,748

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,625
Salaries & Wages Payable $4,247
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $650
Total Current Liabilities $9,121

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $1,548
Total Long-Term Liabilities $1,548
Total Liabilities $10,670

Balance Sheet – Equity ($ thousands)

General Fund Balance $85,078
Total Fund Balances $85,078
Total Liabilities & Equity $95,748

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $13,177
DRG (Post-Oct 1) $4,385
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments $21,745
Total IME Payments $110

Revenue & Income Statement ($ thousands)

Inpatient Revenue $242,632
Outpatient Revenue $449,702
Total Patient Revenue $692,334
Contractual Allowances & Discounts $515,341
Net Patient Revenue $176,993
Total Operating Expenses $172,132
Net Service Income $4,862
Other Income $6,855
Total Income $11,716
Other Expenses $7,489
Net Income $4,227

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $5,764
Medicaid Charges $33,588
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No