SSM Health St. Anthony Hospital - Oklahoma City is a faith-based institution that has been providing exceptional care to the Oklahoma City community for over 100 years. As the oldest hospital in the state, we offer a comprehensive range of medical and surgical programs, including cardiology, oncology, and neurology. Our commitment is to deliver high-quality, accessible, and affordable care to all residents, focusing on community partnerships to address priority health needs. Our mission is to reveal the healing presence of God through compassionate and excellent healthcare services, while honoring the sacredness and dignity of each person. With advanced programs like the Saints Heart and Vascular Institute and the Frank C. Love Cancer Institute, we are dedicated to providing innovative treatments and technologies.
| Hospital Name | SSM Health St. Anthony Hospital - Oklahoma City |
|---|---|
| Facility ID | 370037 |
| Address | 1000 NORTH LEE AVENUE |
|---|---|
| City/Town | Oklahoma City |
| State | OK |
| ZIP Code | 73101 |
| County/Parish | OKLAHOMA |
| Health System | SSM Health |
|---|---|
| Health System Website Domain | ssmhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 20 |
|---|---|
| Health System Total Beds | 4372 |
| Health System Hospital Locations | Illinois, Missouri, Oklahoma and Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | SSM Health |
| Emergency Services | Yes |
Joe Hodges is the Regional President of SSM Health Oklahoma, the parent company of the St. Anthony Hospitals. [11] He joined SSM Health Oklahoma in June 2018. [4] He previously served as Regional President of SSM Health Medical Group, System Chief Medical Officer of Parkridge Health System and Chief Medical Officer for CHI Memorial Health Care system. [4] He was named hospital president before becoming regional president in 2012. [11] Under his leadership, health services have expanded to include four hospitals, a medical group, a foundation, four outpatient healthplexes and 17 rural hospital affiliates. [11] He serves on numerous civic boards and is a member of the American College of Healthcare Executives. [11] Hodges earned a bachelor's degree in business administration from Oklahoma State University and a master's in health-care administration from the University of Oklahoma Health Sciences Center. [11]
Tammy Powell is the president of SSM Health St. Anthony Hospital - Oklahoma City and SSM Health Bone & Joint Hospital at St. Anthony. [5, 7] She has more than 30 years of healthcare leadership experience. [7, 8] A mental health nurse by training, Powell advanced her career to oversee one of the largest hospitals in Oklahoma. [7] She is a passionate advocate for healthcare funding and services for Oklahoma residents, especially those who are most vulnerable. [7] Powell graduated with a Master of Public Health and Bachelor of Science, Nursing degree from the University of Oklahoma. [7, 8] She is a fellow in the American College of Healthcare Executives. [7, 8] She has served on the OHA board of directors since 2018 and was chair in 2022 and 2023. [7] She also serves on numerous other community boards including Downtown OKC, Oklahoma National Memorial and Museum, EMSA, and Oklahoma City University. [7]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 615 |
|---|
| FTE Employees on Payroll | 4993.21 |
|---|---|
| FTE Interns & Residents | 45.74 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 27988 |
| Inpatient Days (Title XIX) | 35243 |
| Total Inpatient Days | 117845 |
| Bed Count | 430 |
| Available Bed Days | 156950 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5071 |
| Discharges (Title XIX) | 5068 |
| Total Discharges | 20943 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 25010 |
| Inpatient Days (Title XIX; Adults & Peds) | 19988 |
| Total Inpatient Days (Adults & Peds) | 86086 |
| Bed Count (Adults & Peds) | 327 |
| Available Bed Days (Adults & Peds) | 119355 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5071 |
| Discharges (Title XIX; Adults & Peds) | 5068 |
| Total Discharges (Adults & Peds) | 20943 |
| 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 an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | Hospital has multiple significant high-patient-mortality concerns. 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 | 70% |
|---|
| 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 | 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 136 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -2.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 17.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 26.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 15.7 |
| 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 | 4.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.6 |
| Readmission Score Rate of Readmission for CABG | 9.9 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| 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) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 1.266 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.622 |
| SSI SIR (Standardized Infection Ratio) | 1.463 |
| CDI SIR (Standardized Infection Ratio) | 0.280 |
| MRSA SIR (Standardized Infection Ratio) | 1.732 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $15,799 |
|---|---|
| Bad Debt Expense | $51,757 |
| Uncompensated Care Cost | $25,532 |
| Total Uncompensated Care | $88,961 |
| Total Salaries | $236,817 |
|---|---|
| Overhead Expenses (Non-Salary) | $515,471 |
| Depreciation Expense | $44,557 |
| Total Operating Costs | $604,955 |
| Inpatient Charges | $1,409,513 |
|---|---|
| Outpatient Charges | $1,910,488 |
| Total Patient Charges | $3,320,001 |
| Core Wage Costs | $51,601 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $234,655 |
| Contract Labor (Patient Care) | $29,792 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $904 |
| Cash & Bank Balances | $13 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $302,412 |
| Allowance for Doubtful Accounts | $-199,840 |
| Inventory | $15,580 |
| Prepaid Expenses | $3,208 |
| Other Current Assets | |
| Total Current Assets | $128,894 |
| Land Value | $10,127 |
|---|---|
| Land Improvements Value | $1,819 |
| Building Value | $305,481 |
| Leasehold Improvements | $5,800 |
| Fixed Equipment Value | $42,229 |
| Major Movable Equipment | $185,955 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $200,636 |
| Long-Term Investments | $10,922 |
|---|---|
| Other Assets | $1,138 |
| Total Other Assets | $12,060 |
| Total Assets | $341,590 |
| Accounts Payable | $38,405 |
|---|---|
| Salaries & Wages Payable | $15,956 |
| Payroll Taxes Payable | |
| Short-Term Debt | $-19 |
| Deferred Revenue | $77 |
| Other Current Liabilities | $856,430 |
| Total Current Liabilities | $910,849 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-897,219 |
| Total Long-Term Liabilities | $-897,219 |
| Total Liabilities | $13,631 |
| General Fund Balance | $327,960 |
|---|---|
| Total Fund Balances | $327,960 |
| Total Liabilities & Equity | $341,590 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $46,083 |
| DRG (Post-Oct 1) | $16,384 |
| Outlier Payments | |
| DSH Adjustment | $4,048 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $49,942 |
| Total IME Payments | $2,978 |
| Inpatient Revenue | $1,437,743 |
|---|---|
| Outpatient Revenue | $2,072,731 |
| Total Patient Revenue | $3,510,474 |
| Contractual Allowances & Discounts | $2,799,310 |
| Net Patient Revenue | $711,164 |
| Total Operating Expenses | $784,661 |
| Net Service Income | $-73,497 |
| Other Income | $74,169 |
| Total Income | $672 |
| Other Expenses | |
| Net Income | $672 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $62,397 |
| Medicaid Charges | $690,539 |
| 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 |