Merit Health River Oaks, located in Flowood, Mississippi, is an acute care facility dedicated to providing quality patient care through collaboration and a genuine commitment to service. Our medical center offers a wide range of services, including advanced imaging, minimally invasive surgery, and rehabilitative care. With a medical staff of physicians and specialists, along with skilled nurses and compassionate support staff, we prioritize medical excellence, patient-centered care, and exceptional customer service. We aim to be the first choice for patients, physicians, and payers in Central Mississippi, as well as the preferred employer. Our 160-bed facility is a Level II Trauma center, ready to meet your healthcare needs.
| Hospital Name | Merit Health River Oaks |
|---|---|
| Facility ID | 250138 |
| Address | 1030 RIVER OAKS DRIVE |
|---|---|
| City/Town | Flowood |
| State | MS |
| ZIP Code | 39232 |
| County/Parish | RANKIN |
| Health System | Community Health Systems |
|---|---|
| Health System Website Domain | chs.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 34 |
|---|---|
| Health System Total Beds | 6172 |
| Health System Hospital Locations | Alaska, Alabama, Arkansas, Arizona, Florida, Georgia, Missouri, Mississippi, New Mexico, Oklahoma, Pennsylvania, Tennessee and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
Kim brings a wealth of experience and dedication to patient care and safety. Her journey with Merit Health has been marked by a commitment to excellence and a deep compassion for patients and staff. Kim focuses on fostering a culture of excellence, teamwork, and patient-centered care.
Justin Stroud, chief financial officer, joined the Merit Health River Oaks team from Merit Health Rankin and Merit Health Woman's Hospital, where he served as CFO. In the past, he was CFO of Merit Health Northwest Mississippi in Clarksdale. He is a licensed certified public accountant and holds a Bachelor of Science in accounting as well as a Master of Business Administration from the University of Southern Mississippi. Stroud is an active member of Rotary International, the Healthcare Financial Management Association and the First Baptist Church Jackson Worship Choir.
David Henry has been with Merit Health since 2021. During his tenure, he has served as chief executive officer at Merit Health Central and Merit Health Madison. In his 16 years of healthcare experience, David has been involved in opening a new hospital, growing service lines, enhancing patient satisfaction, and recruiting physicians. He has extensive knowledge of healthcare operations, as well as the importance of building strong, positive relationships between the medical staff and the community. David earned his bachelor's degree in business administration from Samford University in Birmingham, Alabama, and his Master of Business Administration and Master of Science in health administration degrees from the University of Alabama at Birmingham. He is very active in the community where he serves on several boards. He and his wife Mackenzie reside in the city of Madison and have twin teenage daughters, Helen and Charlotte.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 106 |
|---|
| FTE Employees on Payroll | 419.84 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3658 |
| Inpatient Days (Title XIX) | 5131 |
| Total Inpatient Days | 18777 |
| Bed Count | 158 |
| Available Bed Days | 57670 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 866 |
| Discharges (Title XIX) | 804 |
| Total Discharges | 4582 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2822 |
| Inpatient Days (Title XIX; Adults & Peds) | 2010 |
| Total Inpatient Days (Adults & Peds) | 10637 |
| Bed Count (Adults & Peds) | 128 |
| Available Bed Days (Adults & Peds) | 46720 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 866 |
| Discharges (Title XIX; Adults & Peds) | 804 |
| Total Discharges (Adults & Peds) | 4582 |
| Care Quality Stengths | 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. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report challenges with nurse communication. Patients report that the care team can be slow at times in meeting their needs. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. Patients report challenges the cleanliness of the hospital. Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital has had some challengs with infection rates being high. |
| 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 | 51% |
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| 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 | |
| Mortality Group – Death Rate for COPD Patients | |
| 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 | |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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) | 176 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 37.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 5.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 15.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.8 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 16.2 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average 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 | Number of Cases Too Small |
| 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) | 1.351 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.999 |
| SSI SIR (Standardized Infection Ratio) | 0.639 |
| CDI SIR (Standardized Infection Ratio) | 0.671 |
| MRSA SIR (Standardized Infection Ratio) | 3.252 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $3,867 |
|---|---|
| Bad Debt Expense | $19,140 |
| Uncompensated Care Cost | $5,412 |
| Total Uncompensated Care | $5,412 |
| Total Salaries | $29,645 |
|---|---|
| Overhead Expenses (Non-Salary) | $85,768 |
| Depreciation Expense | $9,848 |
| Total Operating Costs | $108,437 |
| Inpatient Charges | $508,175 |
|---|---|
| Outpatient Charges | $884,533 |
| Total Patient Charges | $1,392,707 |
| Core Wage Costs | $6,764 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $29,645 |
| Contract Labor (Patient Care) | $6,846 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-603 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $44,586 |
| Allowance for Doubtful Accounts | $-23,184 |
| Inventory | $4,426 |
| Prepaid Expenses | $1,188 |
| Other Current Assets | $343 |
| Total Current Assets | $26,756 |
| Land Value | $6,500 |
|---|---|
| Land Improvements Value | $1,302 |
| Building Value | $52,773 |
| Leasehold Improvements | $7,990 |
| Fixed Equipment Value | $339 |
| Major Movable Equipment | $24,146 |
| Minor Depreciable Equipment | $2,448 |
| Health IT Assets | |
| Total Fixed Assets | $59,602 |
| Long-Term Investments | |
|---|---|
| Other Assets | $10,613 |
| Total Other Assets | $10,613 |
| Total Assets | $96,971 |
| Accounts Payable | $9,508 |
|---|---|
| Salaries & Wages Payable | $2,568 |
| Payroll Taxes Payable | $-8 |
| Short-Term Debt | $2,508 |
| Deferred Revenue | |
| Other Current Liabilities | $1,537 |
| Total Current Liabilities | $-74,468 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $8,761 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $8,761 |
| Total Liabilities | $-65,707 |
| General Fund Balance | $162,678 |
|---|---|
| Total Fund Balances | $162,678 |
| Total Liabilities & Equity | $96,971 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $9,794 |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | $545 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $4,440 |
| Total IME Payments |
| Inpatient Revenue | $508,221 |
|---|---|
| Outpatient Revenue | $884,533 |
| Total Patient Revenue | $1,392,754 |
| Contractual Allowances & Discounts | $1,268,679 |
| Net Patient Revenue | $124,075 |
| Total Operating Expenses | $115,413 |
| Net Service Income | $8,662 |
| Other Income | $1,517 |
| Total Income | $10,179 |
| Other Expenses | |
| Net Income | $10,179 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $13,611 |
| Medicaid Charges | $199,270 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |