St. Tammany Health System, located at 1202 S. Tyler Street in Covington, LA, has been the heartbeat of the Northshore community since 1954. As a nationally recognized regional health system, we have evolved from a small country hospital into a technologically advanced medical center, delivering world-class healthcare close to home. With over 25 locations, including our flagship St. Tammany Parish Hospital, we offer a wide range of services from pediatrics to cardiology and hold accreditations for chest pain, stroke, and trauma care. We are committed to providing compassionate, high-quality care, utilizing the latest technology and a team of dedicated specialists to ensure the health and well-being of our community.
| Hospital Name | St. Tammany Health System |
|---|---|
| Facility ID | 190045 |
| Address | 1202 S TYLER STREET |
|---|---|
| City/Town | Covington |
| State | LA |
| ZIP Code | 70433 |
| County/Parish | ST. TAMMANY |
| Health System | Ochsner Health |
|---|---|
| Health System Website Domain | ochsner.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 19 |
|---|---|
| Health System Total Beds | 3282 |
| Health System Hospital Locations | Louisiana and Mississippi |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | St. Tammany Parish Hospital Service District No. 1 |
| Emergency Services | Yes |
Serves as President and CEO of St. Tammany Health System (STHS), where she is known for advancing quality, safety, patient experience and operational performance. With a deep commitment to community well-being, she leads with a focus on delivering exceptional value in healthcare and improving quality of life across the Northshore. Since joining STHS in 2018, Joan has led the organization to national recognition for excellence in care while expanding services throughout the region.
Serves as Senior Vice President and Chief Medical Officer at St. Tammany Health System. A member of the STHS medical staff for over 20 years, he has held numerous leadership positions including Chief of Staff and Chair of Medical Care Services. He was also a founding member of the Department of Hospital Medicine and led the hospitalist program prior to becoming CMO. Dr. Torcson earned his medical degree from LSU School of Medicine and completed his Internal Medicine residency at Ochsner Medical Foundation. He also holds a Master of Medical Management from Tulane University. Board-certified in Internal Medicine, Dr. Torcson was among the first to complete focused practice recertification in hospital medicine through the ABIM. He is a Fellow of the American College of Physicians and a Senior Fellow in Hospital Medicine.
Provides strategic leadership for the St. Tammany Quality Network, focused on enhancing care quality, safety, and clinical effectiveness across the system. He also plays a key role in medical management and physician engagement. With nearly 30 years of medical experience, Dr. Hill has practiced at more than 10 hospitals and served on multiple Medical Executive Committees. He was board chairman of IMG Healthcare for over seven years. Dr. Hill earned his undergraduate degree from the University of New Orleans and his medical degree from LSU Medical Center. He completed his Internal Medicine residency at Charity Hospital, serving as Chief Resident, followed by a fellowship in infectious disease at LSU. He was a central figure in the health system's COVID-19 response and was honored as a CityBusiness Health Care Hero in 2021.
Joined St. Tammany Health System in 2020, leading strategy and communications initiatives. Prior to joining the health system, she served as Executive Counsel and Chief Administrative Officer to former St. Tammany Parish President Patricia P. Brister, where she played a key role in developing Safe Haven, a regional behavioral health campus. Kelly is a Fellow of the American College of Healthcare Executives, a Health Law Specialist certified by the Louisiana Board of Legal Specialization, and Accredited in Public Relations by the Public Relations Society of America.
Brings more than 30 years of accounting and financial leadership to her role as Senior Vice President and CFO at St. Tammany Health System. She began her career at International Shipholding Corp. and Ernst & Young before transitioning to healthcare finance in 1994. Since joining St. Tammany, she has advanced through roles from senior accountant to controller, and ultimately to CFO in 2014. Sandra also teaches healthcare finance at the undergraduate and graduate levels for the University of Phoenix and serves as treasurer on the board for New Heights Therapy.
Is Senior Vice President and Chief Operating Officer at St. Tammany Health System. He previously served as Executive Director of the St. Tammany Quality Network and Administrator of the St. Tammany Cancer Center. With more than 20 years of healthcare leadership experience, Jack has held executive roles at Tenet Healthcare and Ochsner Health, focusing on hospital and ambulatory operations, strategic growth, and business development. At STHS, he has led major operational improvements and played a key role in expanding oncology services through partnerships with Ochsner Health and MD Anderson Cancer Center.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 281 |
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| FTE Employees on Payroll | 2569 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 12777 |
| Inpatient Days (Title XIX) | 432 |
| Total Inpatient Days | 57866 |
| Bed Count | 213 |
| Available Bed Days | 77745 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2689 |
| Discharges (Title XIX) | 49 |
| Total Discharges | 12117 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 12767 |
| Inpatient Days (Title XIX; Adults & Peds) | 364 |
| Total Inpatient Days (Adults & Peds) | 34125 |
| Bed Count (Adults & Peds) | 155 |
| Available Bed Days (Adults & Peds) | 56575 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2689 |
| Discharges (Title XIX; Adults & Peds) | 49 |
| Total Discharges (Adults & Peds) | 12117 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
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| 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 | 83% |
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| 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 | 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 | 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) | 168 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -9.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -1.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -1.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13 |
| 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 | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.7 |
| Readmission Score Rate of Readmission for CABG | 12 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.5 |
| 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 | Average Days 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 | Number of Cases Too Small |
| 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) | 0.397 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.194 |
| SSI SIR (Standardized Infection Ratio) | 0.665 |
| CDI SIR (Standardized Infection Ratio) | 0.267 |
| MRSA SIR (Standardized Infection Ratio) | 0.772 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $387 |
|---|---|
| Bad Debt Expense | $6,660 |
| Uncompensated Care Cost | $1,894 |
| Total Uncompensated Care | $39,598 |
| Total Salaries | $184,311 |
|---|---|
| Overhead Expenses (Non-Salary) | $230,627 |
| Depreciation Expense | $19,871 |
| Total Operating Costs | $349,778 |
| Inpatient Charges | $726,751 |
|---|---|
| Outpatient Charges | $961,163 |
| Total Patient Charges | $1,687,914 |
| Core Wage Costs | $30,730 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $188,514 |
| Contract Labor (Patient Care) | $8,068 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $115 |
|---|---|
| Short-Term Investments | $208 |
| Notes Receivable | |
| Accounts Receivable | $38 |
| Allowance for Doubtful Accounts | |
| Inventory | $8 |
| Prepaid Expenses | $7 |
| Other Current Assets | |
| Total Current Assets | $377 |
| Land Value | |
|---|---|
| Land Improvements Value | $20 |
| Building Value | $244 |
| Leasehold Improvements | $-178 |
| Fixed Equipment Value | $166 |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $251 |
| Long-Term Investments | $36 |
|---|---|
| Other Assets | $23 |
| Total Other Assets | $59 |
| Total Assets | $688 |
| Accounts Payable | $30 |
|---|---|
| Salaries & Wages Payable | $20 |
| Payroll Taxes Payable | |
| Short-Term Debt | $7 |
| Deferred Revenue | |
| Other Current Liabilities | $7 |
| Total Current Liabilities | $64 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $19 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $136 |
| Total Long-Term Liabilities | $154 |
| Total Liabilities | $218 |
| General Fund Balance | $469 |
|---|---|
| Total Fund Balances | $469 |
| Total Liabilities & Equity | $688 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $19,371 |
| DRG (Post-Oct 1) | $6,680 |
| Outlier Payments | |
| DSH Adjustment | $800 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $746,519 |
|---|---|
| Outpatient Revenue | $1,015,763 |
| Total Patient Revenue | $1,762,283 |
| Contractual Allowances & Discounts | $1,327,694 |
| Net Patient Revenue | $434,589 |
| Total Operating Expenses | $414,939 |
| Net Service Income | $19,650 |
| Other Income | $8,379 |
| Total Income | $28,029 |
| Other Expenses | |
| Net Income | $28,029 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $15,333 |
| Medicaid Charges | $255,938 |
| 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 |