**Option 1 (Focus on advanced care):** CHRISTUS St. Vincent Regional Medical Center in Santa Fe offers advanced medical care close to home. As a Level III Trauma Center and member of the Mayo Clinic Care Network, we provide expert services in heart and vascular care, orthopedics, neurosurgery, and cancer treatment. Our dedicated team uses the latest technology and evidence-based practices to ensure the best possible outcomes for our patients. Experience comprehensive and compassionate care at CHRISTUS St. Vincent. **Option 2 (Focus on community and history):** For over 150 years, CHRISTUS St. Vincent has been committed to serving the Santa Fe community. As the oldest hospital in New Mexico, we blend a rich history with modern medical innovation. We offer a full spectrum of services, from emergency care to specialized programs, all delivered with a focus on personalized attention and patient well-being. Trust CHRISTUS St. Vincent for your healthcare needs. **Option 3 (Focus on comprehensive services):** CHRISTUS St. Vincent Regional Medical Center is your comprehensive healthcare destination in Santa Fe. Our services include a wide range of specialties, such as cardiology, oncology, orthopedics, women's health, and more. With state-of-the-art facilities and a compassionate team, we are dedicated to providing high-quality care for the entire family. Discover the difference at CHRISTUS St. Vincent.
| Hospital Name | CHRISTUS St. Vincent Regional Medical Center |
|---|---|
| Facility ID | 320002 |
| Address | 455 ST MICHAEL'S DRIVE |
|---|---|
| City/Town | Santa Fe |
| State | NM |
| ZIP Code | 87505 |
| County/Parish | SANTA FE |
| Health System | CHRISTUS Health |
|---|---|
| Health System Website Domain | christushealth.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 24 |
|---|---|
| Health System Total Beds | 5528 |
| Health System Hospital Locations | Louisiana, New Mexico and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | CHRISTUS Health |
| Emergency Services | Yes |
Lillian Montoya is the President and CEO of CHRISTUS St. Vincent, north-central New Mexico's full-service regional health system. [4] She is the hospital's first female CEO since the original Sisters of Charity founded the hospital in 1865. [4] Prior to becoming CEO, she served as the hospital's Chief Operating Officer. [4] She has led an organizational and cultural transformation of Christus St. Vincent, positioning them to earn a Best Place to Work recognition for six successive years, among the highest Associate engagement scores in all of Christus Health and became part of the Mayo Clinic Care Network of hospitals for its commitment to quality, safety, associate engagement, and patient experience. [4] A native New Mexican, Lillian has distinguished herself as an active participant in many community, business, and educational organizations. [4] She has been repeatedly featured as a New Mexico top business “Power Broker” by New Mexico Business Weekly. [4] Lillian was also recognized with the 2021 American College of Healthcare Executives (ACHE) Senior-Level Healthcare Executive Regent's Award for making significant contributions to the advancement of healthcare management excellence. [4] Prior to her work with CHRISTUS St. Vincent, Lillian led organizations and initiatives to strengthen New Mexico in the areas of higher education, economic development, venture capital, and early childhood education. [4] With more than 30 years of extensive experience in helping corporate, government and nonprofit leaders navigate strategic and organizational challenges, Lillian has demonstrated proven results in developing and implementing programs that make communities better places to live, work, and thrive. [4] Lillian earned both her B.A. and MBA at the University of New Mexico. [4] She also holds the position of senior vice president for the New Mexico region of CHRISTUS Health, while continuing as President and CEO of CHRISTUS St. Vincent Health System. [8, 13]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 248 |
|---|
| FTE Employees on Payroll | 1960.84 |
|---|---|
| FTE Interns & Residents | 11.23 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 14539 |
| Inpatient Days (Title XIX) | 1549 |
| Total Inpatient Days | 46227 |
| Bed Count | 189 |
| Available Bed Days | 68711 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2967 |
| Discharges (Title XIX) | 374 |
| Total Discharges | 10860 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 13262 |
| Inpatient Days (Title XIX; Adults & Peds) | 1344 |
| Total Inpatient Days (Adults & Peds) | 40058 |
| Bed Count (Adults & Peds) | 171 |
| Available Bed Days (Adults & Peds) | 62263 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2967 |
| Discharges (Title XIX; Adults & Peds) | 374 |
| Total Discharges (Adults & Peds) | 10860 |
| Care Quality Stengths | Average 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 attacks so that patients don't have to come back to the hospital. 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 a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| 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 | 67% |
|---|
| 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 | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | Worse 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 177 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -20.9 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -40.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -38.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 15.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 13.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.6 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 11.4 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 12.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Fewer Days Than Average 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 | Fewer 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 | 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 | 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) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Better Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.653 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.070 |
| SSI SIR (Standardized Infection Ratio) | 1.051 |
| CDI SIR (Standardized Infection Ratio) | 0.573 |
| MRSA SIR (Standardized Infection Ratio) | 0.606 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $10,512 |
|---|---|
| Bad Debt Expense | $4,717 |
| Uncompensated Care Cost | $11,558 |
| Total Uncompensated Care | $11,713 |
| Total Salaries | $206,667 |
|---|---|
| Overhead Expenses (Non-Salary) | $353,522 |
| Depreciation Expense | |
| Total Operating Costs | $361,971 |
| Inpatient Charges | $615,941 |
|---|---|
| Outpatient Charges | $1,069,489 |
| Total Patient Charges | $1,685,430 |
| Core Wage Costs | $25,297 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $206,667 |
| Contract Labor (Patient Care) | $26,534 |
| Wage Costs (Part A Teaching) | $60 |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $69,846 |
|---|---|
| Short-Term Investments | $347,925 |
| Notes Receivable | |
| Accounts Receivable | $71,877 |
| Allowance for Doubtful Accounts | |
| Inventory | $10,842 |
| Prepaid Expenses | |
| Other Current Assets | $4,236 |
| Total Current Assets | $506,692 |
| Land Value | $3,416 |
|---|---|
| Land Improvements Value | $3,841 |
| Building Value | $125,664 |
| Leasehold Improvements | $117,155 |
| Fixed Equipment Value | $44,309 |
| Major Movable Equipment | $177,933 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $199,071 |
| Long-Term Investments | |
|---|---|
| Other Assets | $37,005 |
| Total Other Assets | $37,005 |
| Total Assets | $742,768 |
| Accounts Payable | $15,321 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $3,562 |
| Deferred Revenue | |
| Other Current Liabilities | $41,777 |
| Total Current Liabilities | $60,660 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $16,474 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $4,979 |
| Total Long-Term Liabilities | $21,453 |
| Total Liabilities | $82,112 |
| General Fund Balance | $660,656 |
|---|---|
| Total Fund Balances | $660,656 |
| Total Liabilities & Equity | $742,768 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $7,884 |
| DRG (Post-Oct 1) | $25,577 |
| Outlier Payments | |
| DSH Adjustment | $1,622 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $22,618 |
| Total IME Payments | $595 |
| Inpatient Revenue | $616,313 |
|---|---|
| Outpatient Revenue | $1,337,635 |
| Total Patient Revenue | $1,953,948 |
| Contractual Allowances & Discounts | $1,399,602 |
| Net Patient Revenue | $554,346 |
| Total Operating Expenses | $557,852 |
| Net Service Income | $-3,506 |
| Other Income | $63,437 |
| Total Income | $59,931 |
| Other Expenses | $601 |
| Net Income | $59,330 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $61,232 |
| Medicaid Charges | $261,638 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |