MercyOne Dubuque Medical Center

MercyOne Dubuque Medical Center, located at 250 Mercy Drive in Dubuque, IA, is a leading hospital in the tri-state area, providing exceptional and personalized care. We are proud to be the only comprehensive cardiology center and Level II Regional Neonatal Intensive Care Unit in the area, along with our newly constructed Cancer Center. As a Magnet-designated hospital, we are committed to superior nursing processes and patient care. Our services include emergency and trauma care, heart and vascular care, orthopedic services, and a wide range of outpatient and community services, all delivered with a focus on quality and compassion.

Identifiers

Hospital Name MercyOne Dubuque Medical Center
Facility ID 160069

Location

Address 250 MERCY DRIVE
City/Town Dubuque
State IA
ZIP Code 52001
County/Parish DUBUQUE

Health System

Health System Trinity Health
Health System Website Domain trinity-health.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 35
Health System Total Beds 8691
Health System Hospital Locations Connecticut, Delaware, Florida, Georgia, Iowa, Idaho, Illinois, Indiana, Massachusetts, Maryland, Michigan, North Dakota, New York, Ohio, Oregon and Pennsylvania

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details Trinity Health
Emergency Services Yes

Michelle Posten

Chief Operating Officer

Veteran hospital administrator with more than 18 years of experience in healthcare administration and operational leadership. Brings a proven track record of leading continuous improvement efforts, enhancing patient outcomes, and fostering organizational growth. Before joining MercyOne Dubuque Medical Center, Posten served as the Associate Administrator for MercyOne Genesis Davenport Medical Center for over 10 years. She is a CPA with an MBA from Western Illinois University and a Bachelor of Arts in Accounting from St. Ambrose University. She is a member of the American College of Healthcare Executives.

Robert Wethal

Chief Nursing Officer, Vice President, Patient Care Services

NA

Sue Meade

Vice President Professional and Support Services

NA

Angela Faber

Chief Human Resources Officer

NA

Tonya Johnson

Director of Finance

NA

Residency Programs

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

Capacity & Services

Licensed Beds 524

Staffing & Personnel

FTE Employees on Payroll 929.23
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 16315
Inpatient Days (Title XIX) 1061
Total Inpatient Days 29161
Bed Count 142
Available Bed Days 51830
Discharges (Title V) NA
Discharges (Title XVIII) 3734
Discharges (Title XIX) 293
Total Discharges 7160

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 15495
Inpatient Days (Title XIX; Adults & Peds) 909
Total Inpatient Days (Adults & Peds) 26317
Bed Count (Adults & Peds) 134
Available Bed Days (Adults & Peds) 48910
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3734
Discharges (Title XIX; Adults & Peds) 293
Total Discharges (Adults & Peds) 7160

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients report that nurse communication is excellent. 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 a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns

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 74%

Mortality Group Indicators

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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 177

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -25.9
Readmission Score Hospital Return Days for Heart Failure Patients 0.9
Readmission Score Hospital Return Days for Pneumonia Patients -29.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.3
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 12.7
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.6
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 14.4
Readmission Group Hospital Return Days for Heart Attack Patients Fewer 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 Fewer 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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.829
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) 0.204
CDI SIR (Standardized Infection Ratio) 0.042
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $995
Bad Debt Expense $3,126
Uncompensated Care Cost $1,883
Total Uncompensated Care $4,328

Operating Expenses ($ thousands)

Total Salaries $65,168
Overhead Expenses (Non-Salary) $126,997
Depreciation Expense $13,588
Total Operating Costs $135,827

Charges ($ thousands)

Inpatient Charges $233,487
Outpatient Charges $264,070
Total Patient Charges $497,557

Wage-Related Details ($ thousands)

Core Wage Costs $18,448
Wage Costs (RHC/FQHC)
Adjusted Salaries $65,026
Contract Labor (Patient Care) $2,224
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $90
Short-Term Investments $51,453
Notes Receivable
Accounts Receivable $57,949
Allowance for Doubtful Accounts $-39,143
Inventory $4,531
Prepaid Expenses $247
Other Current Assets
Total Current Assets $84,786

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,825
Land Improvements Value $7,095
Building Value $85,931
Leasehold Improvements $768
Fixed Equipment Value $71,522
Major Movable Equipment $83,438
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $86,961

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $45,814
Other Assets $12,861
Total Other Assets $58,955
Total Assets $230,703

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $8,946
Salaries & Wages Payable $6,989
Payroll Taxes Payable
Short-Term Debt $1,210
Deferred Revenue
Other Current Liabilities
Total Current Liabilities $17,145

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $26,366
Unsecured Loans
Other Long-Term Liabilities $719
Total Long-Term Liabilities $27,084
Total Liabilities $44,229

Balance Sheet – Equity ($ thousands)

General Fund Balance $186,473
Total Fund Balances $186,473
Total Liabilities & Equity $230,703

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $8,434
DRG (Post-Oct 1) $29,317
Outlier Payments
DSH Adjustment $622
Eligible DSH % $0
Simulated MC Payments $2,877
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $238,259
Outpatient Revenue $275,123
Total Patient Revenue $513,382
Contractual Allowances & Discounts $360,640
Net Patient Revenue $152,742
Total Operating Expenses $192,165
Net Service Income $-39,423
Other Income $38,679
Total Income $-744
Other Expenses $-8,091
Net Income $7,347

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $9,494
Medicaid Charges $43,736
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