Mercy Hospital Southeast, located at 1701 Lacey Street in Cape Girardeau, Missouri, has been a trusted healthcare provider in the region since 1928. As part of the Mercy healthcare system since January 2024, we continue our tradition of compassionate care and excellent service, offering a complete range of services from emergency care to specialized treatments. Our growing presence ensures you receive expert care close to home, with services including heart and vein care, imaging, inpatient services, and women's health. At Mercy, we utilize the latest technologies and innovative treatments to ensure better health outcomes, and we are honored to be a part of your story.
| Hospital Name | Mercy Hospital Southeast |
|---|---|
| Facility ID | 260110 |
| Address | 1701 LACEY ST |
|---|---|
| City/Town | Cape Girardeau |
| State | MO |
| ZIP Code | 63701 |
| County/Parish | CAPE GIRARDEAU |
| Health System | Mercy (MO) |
|---|---|
| Health System Website Domain | mercy.net |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 33 |
|---|---|
| Health System Total Beds | 5401 |
| Health System Hospital Locations | Arkansas, Kansas, Missouri and Oklahoma |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Mercy (MO) |
| Emergency Services | Yes |
Dr. Agarwal joins Mercy with an impressive background in health care leadership, including most recently serving as the associate chief medical officer of primary care with Intermountain Healthcare in Utah. [7, 9, 15] He oversaw more than 1,000 physicians and advanced practice providers across 134 primary care practices, 26 urgent care clinics, five pediatric practices and six live well centers in Utah. [7, 9] Dr. Agarwal earned his bachelor's degree in medicine and surgery and a medical degree in internal medicine from Maulana Azad Medical College in New Delhi, India. [7, 9, 15] He also holds an MBA from the Kelley School of Business, Indiana University. [7, 9] He is certified by the American Board of Internal Medicine and is a fellow of the American College of Physicians (FACP). [7, 9] His focus is on continuing to build a well-rounded team of physicians and advanced practice providers who are committed to providing exceptional care. [7, 9] He will be an advocate for physician and advanced practice providers across the community. [7, 9]
NA
Ms. Lopez previously worked at Memphis-based Methodist Le Bonheur health system for 28 years. [4] She is thrilled to be joining both Mercy and the Southeast Missouri community. [4]
Buckley will oversee a variety of services including laboratory, rehabilitation, imaging, public safety, environmental services and food services, among others. [8, 10] He brings a wealth of experience to Mercy Southeast, with 16 years as a registered nurse specializing in critical care and emergency department settings. [8, 10] Since 2017, he's been in leadership positions, overseeing various services including critical care, medical-surgical, vascular access, rapid response, and inpatient and outpatient wound care. [8, 10] Buckley earned a bachelor's in nursing from Alcorn State University in Alcorn, Mississippi. [10] He earned a Master of Health Care Administration from The Franciscan Missionaries of Our Lady University in Baton Rouge, Louisiana. [10]
He joins Mercy with an impressive background in helping health care organizations develop a common identity, experience and inclusive culture. [8] George joins with more than 20 years of progressive health care leadership experience. [8] He is adept at driving successful people strategies, cultural and mission integration and transformation, organizational development, change management and community health initiatives. [8]
Ms. Finder, MSN, RN, started her career at Mercy St. Louis in 2008 as an office assistant. [4] The job supported her through nursing school until she graduated in 2010. [4] She is returning to the state after spending two and a half years as chief nursing officer at Mercy Ardmore (Okla.). [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 281 |
|---|
| FTE Employees on Payroll | 1654.18 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 12163 |
| Inpatient Days (Title XIX) | 2485 |
| Total Inpatient Days | 33111 |
| Bed Count | 232 |
| Available Bed Days | 84680 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2367 |
| Discharges (Title XIX) | 437 |
| Total Discharges | 6323 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10787 |
| Inpatient Days (Title XIX; Adults & Peds) | 1856 |
| Total Inpatient Days (Adults & Peds) | 27293 |
| Bed Count (Adults & Peds) | 206 |
| Available Bed Days (Adults & Peds) | 75190 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2367 |
| Discharges (Title XIX; Adults & Peds) | 437 |
| Total Discharges (Adults & Peds) | 6323 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
| 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 | 68% |
|---|
| 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 | Worse 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 184 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 4.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 21.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 25.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.7 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | 10.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.5 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.4 |
| 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 | More 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 | 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.471 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.797 |
| SSI SIR (Standardized Infection Ratio) | 0.526 |
| CDI SIR (Standardized Infection Ratio) | 0.362 |
| MRSA SIR (Standardized Infection Ratio) | 1.499 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,758 |
|---|---|
| Bad Debt Expense | $44,679 |
| Uncompensated Care Cost | $14,246 |
| Total Uncompensated Care | $19,067 |
| Total Salaries | $145,205 |
|---|---|
| Overhead Expenses (Non-Salary) | $240,884 |
| Depreciation Expense | $17,932 |
| Total Operating Costs | $264,999 |
| Inpatient Charges | $378,559 |
|---|---|
| Outpatient Charges | $665,264 |
| Total Patient Charges | $1,043,824 |
| Core Wage Costs | $14,347 |
|---|---|
| Wage Costs (RHC/FQHC) | $533 |
| Adjusted Salaries | $145,205 |
| Contract Labor (Patient Care) | $20,585 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $19,758 |
|---|---|
| Short-Term Investments | $6,042 |
| Notes Receivable | $77,785 |
| Accounts Receivable | $211,489 |
| Allowance for Doubtful Accounts | $-166,950 |
| Inventory | $7,699 |
| Prepaid Expenses | $5,092 |
| Other Current Assets | $1,502 |
| Total Current Assets | $164,950 |
| Land Value | $21,496 |
|---|---|
| Land Improvements Value | $13,785 |
| Building Value | $227,536 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $139,178 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $153,707 |
| Long-Term Investments | $35,537 |
|---|---|
| Other Assets | $17,358 |
| Total Other Assets | $52,895 |
| Total Assets | $371,552 |
| Accounts Payable | $28,574 |
|---|---|
| Salaries & Wages Payable | $11,824 |
| Payroll Taxes Payable | |
| Short-Term Debt | $5,291 |
| Deferred Revenue | $69 |
| Other Current Liabilities | $17,158 |
| Total Current Liabilities | $62,915 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $159,013 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $8,894 |
| Total Long-Term Liabilities | $167,907 |
| Total Liabilities | $230,823 |
| General Fund Balance | $140,729 |
|---|---|
| Total Fund Balances | $140,729 |
| Total Liabilities & Equity | $371,552 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $17,960 |
| DRG (Post-Oct 1) | $6,282 |
| Outlier Payments | |
| DSH Adjustment | $531 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $382,647 |
|---|---|
| Outpatient Revenue | $784,492 |
| Total Patient Revenue | $1,167,139 |
| Contractual Allowances & Discounts | $831,890 |
| Net Patient Revenue | $335,249 |
| Total Operating Expenses | $386,089 |
| Net Service Income | $-50,840 |
| Other Income | $17,241 |
| Total Income | $-33,599 |
| Other Expenses | $214 |
| Net Income | $-33,813 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $23,563 |
| Medicaid Charges | $111,801 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |