Christian Hospital Northeast

Christian Hospital Northeast, located in St. Louis, MO, is a full-service acute care medical center dedicated to providing accessible, world-class healthcare close to home. As part of BJC HealthCare, we offer a wide range of inpatient and outpatient services, with recognized excellence in heart services, emergency medicine, breast health, and orthopedic surgery. Our commitment to quality is reflected in accolades such as the American College of Cardiology's NCDR Chest Pain MI Registry Silver Performance Achievement Award. With a patient-centered approach, Christian Hospital Northeast strives to deliver timely and effective care, ensuring a positive experience for every individual we serve.

Identifiers

Hospital Name Christian Hospital Northeast
Facility ID 260180

Location

Address 11133 DUNN ROAD
City/Town Saint Louis
State MO
ZIP Code 63136
County/Parish ST. LOUIS

Health System

Health System BJC HealthCare
Health System Website Domain bjc.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 13
Health System Total Beds 5091
Health System Hospital Locations Illinois and Missouri

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details BJC HealthCare
Emergency Services Yes

Rick L. Stevens, FACHE

President, Christian Hospital/Northwest HealthCare

Rick was named president of Christian Hospital and Northwest HealthCare in 2016. He provides strategic leadership at the 485-bed facility, overseeing daily operations there as well as at the affiliated Northwest HealthCare, which offers 24-hour emergency care and a variety of outpatient services. [9] During Rick's tenure, Christian Hospital has been ranked No. 5 in the St. Louis metro area and No. 11 in Missouri by U.S. News and World Report. [9] Under Rick, the hospital has invested in technology, renovations and expansions, including the addition of a Siteman Cancer Center. [9] Rick has also elevated physician recruitment efforts, adding dozens of new providers to the medical staff during his tenure. [9] Prior to joining BJC HealthCare, Rick served as chief administrative officer and vice president at Sutter California Pacific Medical Center (CPMC) St. Luke's Hospital in San Francisco. [9] He has more than 25 years of experience in executive roles in health care. [9] Rick holds a master's degree in public health from Meharry Medical College and a bachelor's degree in biology from Tennessee State University. [9] He has earned awards and distinctions including the NCCJ Lifetime Achievement Award, Freeman/Seay Commitment to St. Louis Award from the St. Louis City NAACP, North County Incorporated Leadership Award and Paragon Award for the Health Category. [9] He serves on boards including the Missouri Hospital Association, American Hospital Association Regional Policy and St. Louis Metropolitan Hospital Council. [9]

Teri Bequette, MT(ASCP), MA

Director, Human Resources

NA

Hilary Harris, MSPT

Vice President and Chief Operating Officer

NA

Paul Irovic, MBA, CPA

Vice President, Finance

NA

Lori Weatherspoon, RN, BSN, MHA

Vice President and Chief Nursing Officer

With 23 years as a nurse leader, Lori Weatherspoon, RN, BSN, MHA, has led hospitals around the country through major hurricane evacuations, power outages and ice storms. [13] Two years after arriving at Christian Hospital as chief nursing officer and vice president of patient care services, Weatherspoon's emergency training, experience and leadership were put through the pandemic gauntlet. [13]

Pooja Vyas, MD

Vice President & Chief Medical Officer

NA

Sebastian Rueckert, MD

Vice President and Chief Medical Officer

Sebastian Rueckert, MD, Christian Hospital vice president and chief medical officer, vividly remembers the March weekend when the COVID-19 surge hit Christian Hospital. [13]

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 475

Staffing & Personnel

FTE Employees on Payroll 1310.8
FTE Interns & Residents 3.71

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 18307
Inpatient Days (Title XIX) 9472
Total Inpatient Days 73736
Bed Count 267
Available Bed Days 97455
Discharges (Title V) NA
Discharges (Title XVIII) 2661
Discharges (Title XIX) 1285
Total Discharges 11972

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 16310
Inpatient Days (Title XIX; Adults & Peds) 8415
Total Inpatient Days (Adults & Peds) 66656
Bed Count (Adults & Peds) 241
Available Bed Days (Adults & Peds) 87965
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2661
Discharges (Title XIX; Adults & Peds) 1285
Total Discharges (Adults & Peds) 11972

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated 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 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 64%

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 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) 228

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 37.5
Readmission Score Hospital Return Days for Heart Failure Patients 20.9
Readmission Score Hospital Return Days for Pneumonia Patients 30.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.4
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 0.7
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.5
Readmission Score Rate of Readmission for CABG 10.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.3
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.6
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.4
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 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) 0.882
CAUTI SIR (Standardized Infection Ratio) 0.569
SSI SIR (Standardized Infection Ratio) 1.663
CDI SIR (Standardized Infection Ratio) 0.547
MRSA SIR (Standardized Infection Ratio) 1.949

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $24,689
Bad Debt Expense $27,347
Uncompensated Care Cost $31,574
Total Uncompensated Care $31,574

Operating Expenses ($ thousands)

Total Salaries $103,988
Overhead Expenses (Non-Salary) $267,953
Depreciation Expense $20,366
Total Operating Costs $345,324

Charges ($ thousands)

Inpatient Charges $686,561
Outpatient Charges $714,551
Total Patient Charges $1,401,112

Wage-Related Details ($ thousands)

Core Wage Costs $28,090
Wage Costs (RHC/FQHC)
Adjusted Salaries $104,105
Contract Labor (Patient Care) $54,431
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $45

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $697
Short-Term Investments
Notes Receivable
Accounts Receivable $152,347
Allowance for Doubtful Accounts $-108,497
Inventory
Prepaid Expenses
Other Current Assets $9,433
Total Current Assets $53,980

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,002
Land Improvements Value $9,012
Building Value $218,311
Leasehold Improvements
Fixed Equipment Value $3,447
Major Movable Equipment $137,738
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $82,307

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $3,539
Total Other Assets $3,539
Total Assets $139,826

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,688
Salaries & Wages Payable $8,574
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $12,282
Total Current Liabilities $27,544

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $2,909
Total Long-Term Liabilities $2,909
Total Liabilities $30,454

Balance Sheet – Equity ($ thousands)

General Fund Balance $109,373
Total Fund Balances $109,373
Total Liabilities & Equity $139,826

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $23,868
DRG (Post-Oct 1) $8,086
Outlier Payments
DSH Adjustment $933
Eligible DSH % $0
Simulated MC Payments $46,753
Total IME Payments $200

Revenue & Income Statement ($ thousands)

Inpatient Revenue $692,156
Outpatient Revenue $728,271
Total Patient Revenue $1,420,427
Contractual Allowances & Discounts $1,079,515
Net Patient Revenue $340,912
Total Operating Expenses $363,480
Net Service Income $-22,568
Other Income $7,897
Total Income $-14,671
Other Expenses $19,971
Net Income $-34,642

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $57,672
Medicaid Charges $273,547
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No