St. Luke's Boise Medical Center, located at 190 E. Bannock St. in Boise, ID, has been dedicated to serving the region for over a century. As the flagship hospital of St. Luke's Health System, our 437-bed facility provides access to highly skilled specialists, nurses, and staff. We are recognized for our clinical excellence and hold the prestigious Magnet designation for nursing care, highlighting our commitment to quality and patient safety. At St. Luke's Boise, we prioritize family-centered care, ensuring safety, security, comfort, and expert attention for you and your loved ones. St. Luke's Children's Hospital, part of our health system, is Idaho's only children's hospital.
| Hospital Name | St. Luke's Boise Medical Center |
|---|---|
| Facility ID | 130006 |
| Address | 190 EAST BANNOCK STREET |
|---|---|
| City/Town | Boise |
| State | ID |
| ZIP Code | 83712 |
| County/Parish | ADA |
| Health System | Saint Luke's Health System (Idaho) |
|---|---|
| Health System Website Domain | stlukesonline.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 972 |
| Health System Hospital Locations | Idaho |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Saint Luke's Health System |
| Emergency Services | Yes |
Drew Taylor, MBA, ARRT (R) (MR) serves as the chief operating officer at St. Luke's Boise Medical Center. With over 30 years of progressive outpatient and acute care leadership, Drew has a proven track record of positive and professional physician, staff, patient and community relationships. Drew earned his master's degree in business administration with a health care leadership emphasis, as well as his bachelor's degree in radiology and management, from Boise State University. [2, 4] Drew Taylor is chief operating officer for St. Luke's Boise Medical Center — the hospital where he was born. He has worked for St. Luke's twice, first in the early 1990s as a new Boise State graduate. For the past 17 years, he has served as director of patient care services with St. Luke's in Meridian, where he had responsibility for medical and outpatient imaging and operations at the hospital and at the Eagle location, before taking his current position in Boise in July. Last year, he earned a master's degree in business administration in 2023 from Boise State. [3]
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 544 |
|---|
| FTE Employees on Payroll | 6549.2 |
|---|---|
| FTE Interns & Residents | 9.16 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 23233 |
| Inpatient Days (Title XIX) | 31376 |
| Total Inpatient Days | 127185 |
| Bed Count | 560 |
| Available Bed Days | 204400 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4775 |
| Discharges (Title XIX) | 5424 |
| Total Discharges | 26095 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 20357 |
| Inpatient Days (Title XIX; Adults & Peds) | 19194 |
| Total Inpatient Days (Adults & Peds) | 91798 |
| Bed Count (Adults & Peds) | 412 |
| Available Bed Days (Adults & Peds) | 150380 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4775 |
| Discharges (Title XIX; Adults & Peds) | 5424 |
| Total Discharges (Adults & Peds) | 26095 |
| Care Quality Stengths | High overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns |
| 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 | 79% |
|---|
| 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 | No Different Than National Average |
| 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 | Better 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 170 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -10.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -41.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -10.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 8.3 |
| 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 | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 11.8 |
| Readmission Score Rate of Readmission for CABG | 9.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 14.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 11.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer 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 | Better 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 | Better 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 | No Different Than the National Rate |
| 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 | Better 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) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.585 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.975 |
| SSI SIR (Standardized Infection Ratio) | 1.298 |
| CDI SIR (Standardized Infection Ratio) | 0.461 |
| MRSA SIR (Standardized Infection Ratio) | 0.331 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $12,497 |
|---|---|
| Bad Debt Expense | $28,539 |
| Uncompensated Care Cost | $23,058 |
| Total Uncompensated Care | $102,859 |
| Total Salaries | $699,036 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,364,647 |
| Depreciation Expense | $48,661 |
| Total Operating Costs | $1,531,497 |
| Inpatient Charges | $1,789,332 |
|---|---|
| Outpatient Charges | $2,335,394 |
| Total Patient Charges | $4,124,725 |
| Core Wage Costs | $97,615 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $699,036 |
| Contract Labor (Patient Care) | $68,790 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $858,000 |
| Allowance for Doubtful Accounts | $-527,015 |
| Inventory | $33,877 |
| Prepaid Expenses | $2,448 |
| Other Current Assets | $23,541 |
| Total Current Assets | $544,398 |
| Land Value | $41,288 |
|---|---|
| Land Improvements Value | |
| Building Value | $861,074 |
| Leasehold Improvements | $16,827 |
| Fixed Equipment Value | $28,111 |
| Major Movable Equipment | $480,192 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $739,667 |
| Long-Term Investments | $913,771 |
|---|---|
| Other Assets | $182,587 |
| Total Other Assets | $1,096,358 |
| Total Assets | $2,380,423 |
| Accounts Payable | $27,690 |
|---|---|
| Salaries & Wages Payable | $21,434 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,033,321 |
| Deferred Revenue | |
| Other Current Liabilities | $45,030 |
| Total Current Liabilities | $1,127,476 |
| Mortgage Debt | $11,311 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $30 |
| Total Long-Term Liabilities | $11,341 |
| Total Liabilities | $1,138,817 |
| General Fund Balance | $1,241,607 |
|---|---|
| Total Fund Balances | $1,241,607 |
| Total Liabilities & Equity | $2,380,423 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $62,253 |
| Outlier Payments | |
| DSH Adjustment | $2,574 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $62,228 |
| Total IME Payments | $468 |
| Inpatient Revenue | $1,987,663 |
|---|---|
| Outpatient Revenue | $2,721,017 |
| Total Patient Revenue | $4,708,679 |
| Contractual Allowances & Discounts | $2,782,555 |
| Net Patient Revenue | $1,926,124 |
| Total Operating Expenses | $2,068,892 |
| Net Service Income | $-142,768 |
| Other Income | $158,088 |
| Total Income | $15,320 |
| Other Expenses | $104,081 |
| Net Income | $-88,761 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $175,492 |
| Medicaid Charges | $695,698 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |