Mercy Hospital Watonga, located at 500 North Clarence Nash Boulevard in Watonga, Oklahoma, is a 25-bed critical access hospital dedicated to serving Blaine County and the surrounding areas. We offer a wide range of services, including emergency care, skilled nursing, radiology, and telemedicine, with specialists visiting from Oklahoma City. As part of the larger Mercy Health system, we are committed to providing compassionate, high-quality care and enhancing the health of our community. Our modern facilities and advanced technology, including electronic health records, ensure seamless and efficient patient care.
| Hospital Name | Mercy Hospital Watonga |
|---|---|
| Facility ID | 371302 |
| Address | 500 NORTH CLARENCE NASH BOULEVARD |
|---|---|
| City/Town | Watonga |
| State | OK |
| ZIP Code | 73772 |
| County/Parish | BLAINE |
| Health System | Mercy (MO) |
|---|---|
| Health System Website Domain | mercy.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 33 |
|---|---|
| Health System Total Beds | 5401 |
| Health System Hospital Locations | Arkansas, Kansas, Missouri and Oklahoma |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Mercy (MO) |
| Emergency Services | Yes |
Bobby Stitt is the administrator for three Mercy hospitals in Oklahoma, including Mercy Hospital Watonga, Mercy Hospital Kingfisher, and Mercy Hospital Logan County. He oversees organizational structure, strategic direction, financial performance, and community involvement for these hospitals. [5] He was named to Becker's Hospital Review 2024 Rural CEOs to Know list. [5] Stitt is a U.S. Air Force veteran who began his healthcare career as a nurse at Mercy Hospital Oklahoma City and has served in various patient care roles. [5] He has served as the administrator of Mercy Hospital Watonga since 2012. [3] Prior to that, he joined Kingfisher Regional Hospital in 2007, serving as the director of medical/surgical and obstetrics, and then became the hospital's chief nursing officer. [3] He holds a bachelor's degree in journalism from the University of Central Oklahoma in Edmond. [3]
Ms. Cindy Carmichael serves as Chief Executive Officer and Interim President of Mercy Hospital Watonga at Mercy Health since July 2012. [4] She has also served as the Chief Operating Officer of Mercy Hospital Ardmore, Inc. [4] Ms. Carmichael is the Chief Executive Officer of Cancer Care Network, Inc. and PracticeXpert of Oklahoma, Inc. [4] She has been Vice President of Ambulatory and Rural Services for Mercy Health in Oklahoma since 2007. [4] Her previous roles include Chief Executive Officer of Moore Medical Center, Vice President of Administrative Services for Moore, Chief Executive Officer of Seminole Medical Center, and Senior Operations Manager of Clinics and Physicians for Columbia/HCA Healthcare Corporation. [4] Ms. Carmichael previously served as Vice President of Strategic Development for Mercy in Oklahoma and began her career with Mercy in Ardmore as Vice President of Ambulatory Services. [4] She is a member and fellow of the American College of Healthcare Executives and serves as the Chairwoman of the Healthcare Executive Magazine editorial board. [4] She holds a Bachelor's in Organizational Leadership from Southern Nazarene University and a Master's in Business Administration from Oklahoma Christian University. [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 71.73 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 706 |
| Inpatient Days (Title XIX) | 37 |
| Total Inpatient Days | 1261 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 50 |
| Discharges (Title XIX) | 11 |
| Total Discharges | 170 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 150 |
| Inpatient Days (Title XIX; Adults & Peds) | 37 |
| Total Inpatient Days (Adults & Peds) | 312 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 50 |
| Discharges (Title XIX; Adults & Peds) | 11 |
| Total Discharges (Adults & Peds) | 170 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns | NA |
| Nurse Communication – Star Rating | |
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| 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 | 86% |
|---|
| 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 | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| 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 | |
| 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 |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 86 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| 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 | Number of Cases Too Small |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $351 |
|---|---|
| Bad Debt Expense | $755 |
| Uncompensated Care Cost | $730 |
| Total Uncompensated Care | $984 |
| Total Salaries | $4,748 |
|---|---|
| Overhead Expenses (Non-Salary) | $3,294 |
| Depreciation Expense | $87 |
| Total Operating Costs | $8,216 |
| Inpatient Charges | $3,848 |
|---|---|
| Outpatient Charges | $12,127 |
| Total Patient Charges | $15,975 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $0 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $1,338 |
| Allowance for Doubtful Accounts | $-648 |
| Inventory | $157 |
| Prepaid Expenses | |
| Other Current Assets | $88 |
| Total Current Assets | $937 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $297 |
| Leasehold Improvements | |
| Fixed Equipment Value | $88 |
| Major Movable Equipment | $1,074 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $725 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $1,661 |
| Accounts Payable | $102 |
|---|---|
| Salaries & Wages Payable | $0 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $389 |
| Total Current Liabilities | $491 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $491 |
| General Fund Balance | $1,170 |
|---|---|
| Total Fund Balances | $1,170 |
| Total Liabilities & Equity | $1,661 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $4,046 |
|---|---|
| Outpatient Revenue | $14,019 |
| Total Patient Revenue | $18,065 |
| Contractual Allowances & Discounts | $9,880 |
| Net Patient Revenue | $8,185 |
| Total Operating Expenses | $8,042 |
| Net Service Income | $143 |
| Other Income | $1,203 |
| Total Income | $1,346 |
| Other Expenses | |
| Net Income | $1,346 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,462 |
| Medicaid Charges | $4,529 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |