Mosaic Medical Center - Maryville, located at 2016 South Main St, Maryville, MO, is your community healthcare provider. We are an 81-bed medical-surgical hospital dedicated to improving the health of individuals and communities in northwest Missouri and southwest Iowa. As a member of the Mayo Clinic Care Network, we offer a wide range of inpatient and outpatient services, including emergency care, surgery, maternity services, behavioral health, and specialized clinics. Our commitment is to provide the right care, at the right time, in the right place, at the right cost, ensuring outcomes that are second to none.
| Hospital Name | Mosaic Medical Center - Maryville |
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| Facility ID | 260050 |
| Address | 2016 SOUTH MAIN ST |
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| City/Town | Maryville |
| State | MO |
| ZIP Code | 64468 |
| County/Parish | NODAWAY |
| Health System | Mosaic Life Care |
|---|---|
| Health System Website Domain | mymlc.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
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| Health System Total Beds | 468 |
| Health System Hospital Locations | Missouri |
| Hospital Type | Acute Care Hospitals |
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| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Mosaic Life Care |
| Emergency Services | Yes |
Scott Koelliker, RN, MSA, FACHE has been the interim chief operating officer in Maryville since summer 2024 and was named interim president in November 2024. Scott started in patient care as a trauma nurse in the Emergency Department more than 30 years ago. He has over fifteen years experience on the hospital inpatient side, and fifteen years experience in the clinic outpatient area. Through the years, Koelliker worked his way to leadership in the position of administrator/executive vice president for Mosaic clinics before taking a position with Blessing Health System in October 2015. There he served as executive vice president and chief of physician practice management where he was responsible for setting the vision and leading operations and strategy of Blessing Physicians Services. During this time, he grew the physician enterprise from 40 providers to more than 307 providers in three states and was the largest multi-specialty medical group in a 90-mile radius. He will continue to focus on medical center daily operations, stabilizing financial performance, enhancing operational efficiency and elevating the caregiver and patient experience.
Dana Anderson, MSN, RN, CCRN, became chief operating officer at Mosaic Medical Center - Maryville (MMC - M) in February 2025. Dana has served in numerous leadership positions at Mosaic, most recently as president of Mosaic's Long- Term Acute Care Hospital (LTACH) in St. Joseph. Dana joined Mosaic in 2001 as a patient care associate, then transitioned into a nursing role in the critical care units. In 2010, Dana became the Director of Nursing for LTACH, a hospital-within-a-hospital in St. Joseph. In 2014, she became the administrator of LTACH and is responsible for providing administrative leadership to nearly 75 caregivers that provide care to chronically and acutely ill patients who require an extended hospital stay. She earned a bachelor of science degree in nursing from Missouri Western State University in St. Joseph. She also earned a master of science in nursing, Healthcare Leadership from Missouri Western State University. She was born at the hospital in Maryville and is a 1997 Maryville High School graduate. Her maiden name was Brown.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 90 |
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| FTE Employees on Payroll | 238.9 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1244 |
| Inpatient Days (Title XIX) | 400 |
| Total Inpatient Days | 2933 |
| Bed Count | 29 |
| Available Bed Days | 10585 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 287 |
| Discharges (Title XIX) | 35 |
| Total Discharges | 965 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 954 |
| Inpatient Days (Title XIX; Adults & Peds) | 105 |
| Total Inpatient Days (Adults & Peds) | 2026 |
| Bed Count (Adults & Peds) | 27 |
| Available Bed Days (Adults & Peds) | 9855 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 287 |
| Discharges (Title XIX; Adults & Peds) | 35 |
| Total Discharges (Adults & Peds) | 965 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| 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 | 71% |
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| 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 | |
| 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 | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| 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) | 126 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -16.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 13.8 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.6 |
| 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 | 18.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| 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 | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.498 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $3,474 |
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| Bad Debt Expense | $2,298 |
| Uncompensated Care Cost | $4,564 |
| Total Uncompensated Care | $4,564 |
| Total Salaries | $35,126 |
|---|---|
| Overhead Expenses (Non-Salary) | $54,048 |
| Depreciation Expense | $3,624 |
| Total Operating Costs | $76,751 |
| Inpatient Charges | $22,344 |
|---|---|
| Outpatient Charges | $136,223 |
| Total Patient Charges | $158,567 |
| Core Wage Costs | $4,582 |
|---|---|
| Wage Costs (RHC/FQHC) | $1,944 |
| Adjusted Salaries | $35,126 |
| Contract Labor (Patient Care) | $1,287 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $324 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $41,553 |
| Allowance for Doubtful Accounts | $-40,432 |
| Inventory | $1,832 |
| Prepaid Expenses | $998 |
| Other Current Assets | |
| Total Current Assets | $4,277 |
| Land Value | $600 |
|---|---|
| Land Improvements Value | $2,352 |
| Building Value | $18,978 |
| Leasehold Improvements | |
| Fixed Equipment Value | $566 |
| Major Movable Equipment | $11,505 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $23,650 |
| Long-Term Investments | |
|---|---|
| Other Assets | $6,588 |
| Total Other Assets | $6,588 |
| Total Assets | $34,515 |
| Accounts Payable | $988 |
|---|---|
| Salaries & Wages Payable | $1,291 |
| Payroll Taxes Payable | |
| Short-Term Debt | $121 |
| Deferred Revenue | |
| Other Current Liabilities | $9,112 |
| Total Current Liabilities | $11,512 |
| Mortgage Debt | $4,050 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $807 |
| Total Long-Term Liabilities | $4,857 |
| Total Liabilities | $16,369 |
| General Fund Balance | $18,146 |
|---|---|
| Total Fund Balances | $18,146 |
| Total Liabilities & Equity | $34,515 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $497 |
| DRG (Post-Oct 1) | $1,836 |
| Outlier Payments | |
| DSH Adjustment | $63 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $22,345 |
|---|---|
| Outpatient Revenue | $141,314 |
| Total Patient Revenue | $163,659 |
| Contractual Allowances & Discounts | $90,394 |
| Net Patient Revenue | $73,265 |
| Total Operating Expenses | $102,916 |
| Net Service Income | $-29,650 |
| Other Income | $7,068 |
| Total Income | $-22,583 |
| Other Expenses | $-13,945 |
| Net Income | $-8,637 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,559 |
| Medicaid Charges | $16,478 |
| 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 |