St. Bernards Medical Center

St. Bernards Medical Center, located at 225 E Washington Avenue in Jonesboro, AR, is a 457-bed acute care hospital and the flagship facility of St. Bernards Healthcare. As the largest regional referral center in eastern Arkansas and southeastern Missouri, we offer comprehensive services, including a Level III Trauma Center and a Neonatal Intensive Care Unit (NICU). Founded by the Olivetan Benedictine Sisters, St. Bernards provides Christ-like care to the community through advanced technology and a compassionate team of experts. We are committed to serving patients from the beginning of life to the end, offering a full spectrum of medical services.

Identifiers

Hospital Name St. Bernards Medical Center
Facility ID 040020

Location

Address 225 E WASHIINGTON AVENUE
City/Town Jonesboro
State AR
ZIP Code 72401
County/Parish CRAIGHEAD

Health System

Health System Saint Bernards Healthcare
Health System Website Domain stbernards.info
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 2
Health System Total Beds 465
Health System Hospital Locations Arkansas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Saint Bernards Healthcare
Emergency Services Yes

Michael K. Givens

COO/Administrator

Michael K. Givens, FACHE, is the COO/Administrator at St. Bernards Medical Center in Jonesboro, Arkansas. He joined St. Bernards in 2001, and became Administrator of the Medical Center in 2010. Prior to becoming Administrator, Michael served in several leadership roles at St. Bernards. Michael oversees the strategic operations of the 454 Bed Flagship for St. Bernards Healthcare. Board certified in healthcare management as an ACHE Fellow, Mr. Givens served as the ACHE Regent for Arkansas from 2019 to 2022 and on various ACHE committees. He was also president of the Arkansas Health Executives Forum, an ACHE chapter, from 2014 to 2016. Mr. Givens joined St. Bernards Medical Center in 2001 as director, patient care financial operations, before moving into the role of assistant vice president of patient care services that same year. In 2006, he was promoted to the position of Vice President of Patient Care Services—a role he held until 2010 before assuming his current title. Mr. Givens earned his MBA from Harding University, Searcy, Ark., and his bachelor's degree from the University of Arkansas, Fayetteville.

Chris Barber

Hospital Administrator

NA

Residency Programs

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

Capacity & Services

Licensed Beds 440

Staffing & Personnel

FTE Employees on Payroll 2283.98
FTE Interns & Residents 14.04

Inpatient Utilization

Inpatient Days (Title V) 4600
Inpatient Days (Title XVIII) 27372
Inpatient Days (Title XIX) 13100
Total Inpatient Days 98571
Bed Count 384
Available Bed Days 140160
Discharges (Title V) 117
Discharges (Title XVIII) 4859
Discharges (Title XIX) 2845
Total Discharges 20459

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) 217
Inpatient Days (Title XVIII; Adults & Peds) 21251
Inpatient Days (Title XIX; Adults & Peds) 11026
Total Inpatient Days (Adults & Peds) 75307
Bed Count (Adults & Peds) 287
Available Bed Days (Adults & Peds) 104755
Discharges (Title V; Adults & Peds) 117
Discharges (Title XVIII; Adults & Peds) 4859
Discharges (Title XIX; Adults & Peds) 2845
Total Discharges (Adults & Peds) 20459

Quality Summary

Care Quality Stengths Average overall patient satisfaction.
Care Quality Concerns Hospital has multiple significant high-patient-mortality 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 failure 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 75%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients Worse 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 Worse Than National Average
Mortality Group – Pressure Ulcer Rate Worse 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 Worse Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 205

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 15.9
Readmission Score Hospital Return Days for Heart Failure Patients 28.4
Readmission Score Hospital Return Days for Pneumonia Patients 15.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.7
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 15.9
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.3
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.5
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.2
Readmission Score Rate of Readmission for CABG 11.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 22.2
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 16.1
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.1
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average 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 Worse Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery Better 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) Worse 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) NA
CAUTI SIR (Standardized Infection Ratio) NA
SSI SIR (Standardized Infection Ratio) NA
CDI SIR (Standardized Infection Ratio) NA
MRSA SIR (Standardized Infection Ratio) NA

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $10,103
Bad Debt Expense $11,104
Uncompensated Care Cost $13,898
Total Uncompensated Care $13,898

Operating Expenses ($ thousands)

Total Salaries $177,788
Overhead Expenses (Non-Salary) $324,679
Depreciation Expense $7,251
Total Operating Costs $407,843

Charges ($ thousands)

Inpatient Charges $495,489
Outpatient Charges $701,682
Total Patient Charges $1,197,171

Wage-Related Details ($ thousands)

Core Wage Costs $31,775
Wage Costs (RHC/FQHC)
Adjusted Salaries $177,788
Contract Labor (Patient Care) $31,314
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $58,187
Short-Term Investments
Notes Receivable
Accounts Receivable $50,811
Allowance for Doubtful Accounts
Inventory $3,883
Prepaid Expenses $2,865
Other Current Assets
Total Current Assets $120,758

Balance Sheet – Fixed Assets ($ thousands)

Land Value $8,615
Land Improvements Value $3,718
Building Value $217,853
Leasehold Improvements $5,098
Fixed Equipment Value $5,627
Major Movable Equipment $157,371
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $168,479

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $14,518
Other Assets $9,765
Total Other Assets $24,282
Total Assets $313,520

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $7,519
Salaries & Wages Payable $22,109
Payroll Taxes Payable
Short-Term Debt $3,785
Deferred Revenue
Other Current Liabilities $6,062
Total Current Liabilities $39,474

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $29,048
Unsecured Loans
Other Long-Term Liabilities $58,015
Total Long-Term Liabilities $87,064
Total Liabilities $126,538

Balance Sheet – Equity ($ thousands)

General Fund Balance $186,982
Total Fund Balances $186,982
Total Liabilities & Equity $313,520

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $51,433
Outlier Payments
DSH Adjustment $2,847
Eligible DSH % $0
Simulated MC Payments $38,727
Total IME Payments $798

Revenue & Income Statement ($ thousands)

Inpatient Revenue $544,641
Outpatient Revenue $717,189
Total Patient Revenue $1,261,830
Contractual Allowances & Discounts $836,481
Net Patient Revenue $425,349
Total Operating Expenses $502,467
Net Service Income $-77,118
Other Income $102,303
Total Income $25,186
Other Expenses
Net Income $25,186

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $22,556
Medicaid Charges $116,566
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH Expanse
EHR Version Expanse
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No