Mercy Health - Anderson Hospital

Mercy Health - Anderson Hospital, located on Cincinnati's East Side at 7500 State Road, has been providing award-winning, compassionate care since 1984. Our patient-centered approach prioritizes your family's needs, with skilled doctors and staff ready to address your inpatient and outpatient medical and surgical requirements. We offer advanced medical services, including comprehensive heart care, an orthopaedics center, women's health services, maternity care, 24/7 emergency care, and cancer care. Recognized for excellence with Joint Commission certifications and Mama Certified Leader Badges, we are committed to exceeding your expectations in the healing process.

Identifiers

Hospital Name Mercy Health - Anderson Hospital
Facility ID 360001

Location

Address 7500 STATE ROAD
City/Town Cincinnati
State OH
ZIP Code 45255
County/Parish HAMILTON

Health System

Health System Bon Secours Mercy Health
Health System Website Domain bsmhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 31
Health System Total Beds 6715
Health System Hospital Locations Kentucky, Ohio, South Carolina and Virginia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Bon Secours Mercy Health
Emergency Services Yes

Kathy Healy-Collier

President

NA

Gina Hemenway

Executive Director of Community Health

Gina Hemenway leads interdisciplinary initiatives to address critical community health needs and social drivers of health within Mercy Health – Cincinnati's service areas. [6] She has a rich background in healthcare transformation, having supported programs at the Health Collaborative in Cincinnati and the Joslin Diabetes Center in Boston. [6] Gina holds a Bachelor's in Business Management from Wittenberg University and a Master of Public Policy and Administration from Northwestern University. [6] She serves on the boards of multiple nonprofit organizations and co-chairs the Market Leadership Council for Diversity and Inclusion. [6] A recipient of extensive health equity training, Gina actively participates in national learning collaboratives and has been a key leader in Mama Certified since its inception in 2022. [6]

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 226

Staffing & Personnel

FTE Employees on Payroll 806.48
FTE Interns & Residents 10.73

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 11962
Inpatient Days (Title XIX) 1138
Total Inpatient Days 49686
Bed Count 199
Available Bed Days 72635
Discharges (Title V) NA
Discharges (Title XVIII) 2660
Discharges (Title XIX) 213
Total Discharges 11398

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 10431
Inpatient Days (Title XIX; Adults & Peds) 726
Total Inpatient Days (Adults & Peds) 40304
Bed Count (Adults & Peds) 178
Available Bed Days (Adults & Peds) 64970
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2660
Discharges (Title XIX; Adults & Peds) 213
Total Discharges (Adults & Peds) 11398

Quality Summary

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 Patients report challenges the cleanliness of the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 65%

Mortality Group Indicators

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 Worse 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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 162

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 9.2
Readmission Score Hospital Return Days for Heart Failure Patients -7.8
Readmission Score Hospital Return Days for Pneumonia Patients 21.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.5
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 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 15.3
Readmission Score Rate of Readmission for CABG 11.6
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.1
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 Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.650
CAUTI SIR (Standardized Infection Ratio) 0.809
SSI SIR (Standardized Infection Ratio) 1.862
CDI SIR (Standardized Infection Ratio) 0.222
MRSA SIR (Standardized Infection Ratio) 1.348

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,789
Bad Debt Expense $23,666
Uncompensated Care Cost $7,598
Total Uncompensated Care $22,003

Operating Expenses ($ thousands)

Total Salaries $71,818
Overhead Expenses (Non-Salary) $167,844
Depreciation Expense $4,028
Total Operating Costs $217,625

Charges ($ thousands)

Inpatient Charges $655,823
Outpatient Charges $443,844
Total Patient Charges $1,099,667

Wage-Related Details ($ thousands)

Core Wage Costs $15,584
Wage Costs (RHC/FQHC)
Adjusted Salaries $71,818
Contract Labor (Patient Care) $12,872
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $169

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $418
Short-Term Investments
Notes Receivable
Accounts Receivable $83,207
Allowance for Doubtful Accounts $-55,766
Inventory $193
Prepaid Expenses
Other Current Assets $7,697
Total Current Assets $40,269

Balance Sheet – Fixed Assets ($ thousands)

Land Value $4,368
Land Improvements Value $3,059
Building Value $165,687
Leasehold Improvements $8,020
Fixed Equipment Value $65,961
Major Movable Equipment $5,265
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $112,667

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $3,779
Total Other Assets $3,779
Total Assets $156,714

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $25,731
Salaries & Wages Payable $1,580
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $700
Total Current Liabilities $28,010

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $4,104
Total Long-Term Liabilities $4,104
Total Liabilities $32,114

Balance Sheet – Equity ($ thousands)

General Fund Balance $124,600
Total Fund Balances $124,600
Total Liabilities & Equity $156,714

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $19,774
DRG (Post-Oct 1) $8,053
Outlier Payments
DSH Adjustment $403
Eligible DSH % $0
Simulated MC Payments $36,637
Total IME Payments $642

Revenue & Income Statement ($ thousands)

Inpatient Revenue $655,823
Outpatient Revenue $443,867
Total Patient Revenue $1,099,690
Contractual Allowances & Discounts $859,988
Net Patient Revenue $239,702
Total Operating Expenses $239,662
Net Service Income $40
Other Income $4,170
Total Income $4,210
Other Expenses $7
Net Income $4,202

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $16,786
Medicaid Charges $157,605
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No