Mercy Health — Clermont Hospital

Mercy Health — Clermont Hospital, located in Batavia, Ohio, provides high-quality and compassionate health care to the residents of Clermont and Brown counties. As a leading healthcare provider since 1973, our expert doctors, nurses, and caregivers offer a wide range of services, including 24/7 emergency care, cardiology, oncology, pulmonary services, orthopedics, and sports medicine. We are home to one of the region's largest intensive care units, a dedicated wound care center, and the Behavioral Health Institute, which provides a full spectrum of behavioral health and recovery services. Experience award-winning care designed to improve your life in mind, body, and spirit at Mercy Health — Clermont Hospital.

Identifiers

Hospital Name Mercy Health — Clermont Hospital
Facility ID 360236

Location

Address 3000 HOSPITAL DRIVE
City/Town Batavia
State OH
ZIP Code 45103
County/Parish CLERMONT

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 - Church
Ownership Details Bon Secours Mercy Health
Emergency Services Yes

Tim Prestridge

President

Tim Prestridge has been promoted to the president position at Mercy Health – Clermont Hospital, transitioning into his role on May 15, 2023. He has more than 20 years of executive experience in the acute hospital environment in both financial and operational roles. He joined the ministry in 2019 as the CFO of Mercy Health – Anderson Hospital. Prior to joining the ministry, he served as the interim CFO at five different hospitals with LifePoint Health.

Shiley Harper

Chief Financial Officer (CFO)

Shiley Harper has been named chief financial officer (CFO) at Mercy Health – Clermont Hospital, which she began in late March 2023. Clermont welcomed a new CFO, Shiley Harper, in late March.

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 157

Staffing & Personnel

FTE Employees on Payroll 554.07
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 6425
Inpatient Days (Title XIX) 1523
Total Inpatient Days 29752
Bed Count 147
Available Bed Days 53655
Discharges (Title V) NA
Discharges (Title XVIII) 1481
Discharges (Title XIX) 318
Total Discharges 7119

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 5285
Inpatient Days (Title XIX; Adults & Peds) 1314
Total Inpatient Days (Adults & Peds) 25116
Bed Count (Adults & Peds) 131
Available Bed Days (Adults & Peds) 47815
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1481
Discharges (Title XIX; Adults & Peds) 318
Total Discharges (Adults & Peds) 7119

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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
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 65%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients
Mortality Group – Death Rate for CABG Surgery Patients
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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 142

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 4.2
Readmission Score Hospital Return Days for Pneumonia Patients -6
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 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.9
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.2
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
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 Number of Cases Too Small
Readmission Group Rate of Readmission for CABG Not Available
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) 0.903
CAUTI SIR (Standardized Infection Ratio) 1.900
SSI SIR (Standardized Infection Ratio) 1.003
CDI SIR (Standardized Infection Ratio) 0.197
MRSA SIR (Standardized Infection Ratio) 0.376

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,106
Bad Debt Expense $18,709
Uncompensated Care Cost $5,653
Total Uncompensated Care $11,229

Operating Expenses ($ thousands)

Total Salaries $48,790
Overhead Expenses (Non-Salary) $96,811
Depreciation Expense $3,324
Total Operating Costs $134,965

Charges ($ thousands)

Inpatient Charges $311,475
Outpatient Charges $437,441
Total Patient Charges $748,915

Wage-Related Details ($ thousands)

Core Wage Costs $10,398
Wage Costs (RHC/FQHC)
Adjusted Salaries $48,790
Contract Labor (Patient Care) $5,401
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $68
Short-Term Investments
Notes Receivable
Accounts Receivable $52,749
Allowance for Doubtful Accounts $-36,273
Inventory $3,213
Prepaid Expenses $106
Other Current Assets
Total Current Assets $22,040

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,598
Land Improvements Value $1,595
Building Value $75,374
Leasehold Improvements $243
Fixed Equipment Value $37,385
Major Movable Equipment $3,132
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $45,300

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $6,058
Other Assets $14,144
Total Other Assets $20,201
Total Assets $87,541

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $9,901
Salaries & Wages Payable $1,086
Payroll Taxes Payable $1
Short-Term Debt
Deferred Revenue $18
Other Current Liabilities $2,073
Total Current Liabilities $13,079

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $13,044
Total Long-Term Liabilities $13,044
Total Liabilities $26,123

Balance Sheet – Equity ($ thousands)

General Fund Balance $61,418
Total Fund Balances $61,418
Total Liabilities & Equity $87,541

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $10,086
DRG (Post-Oct 1) $3,643
Outlier Payments
DSH Adjustment $707
Eligible DSH % $0
Simulated MC Payments $18,078
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $311,475
Outpatient Revenue $437,441
Total Patient Revenue $748,916
Contractual Allowances & Discounts $599,123
Net Patient Revenue $149,794
Total Operating Expenses $145,601
Net Service Income $4,192
Other Income $9,065
Total Income $13,257
Other Expenses
Net Income $13,257

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $23,162
Medicaid Charges $172,635
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