Ascension Saint Agnes Hospital, located at 900 Caton Avenue in Baltimore, MD, has been serving the community for over 150 years. As a full-service teaching hospital with 254 beds, Ascension Saint Agnes is dedicated to providing compassionate, personalized care for all your health needs. We offer advanced specialty care in areas such as weight loss surgery, orthopedics, cancer, and heart care, all on one convenient campus. Our commitment extends to providing innovative treatments and state-of-the-art technology, ensuring you and your family receive the best possible care close to home.
| Hospital Name | Ascension Saint Agnes Hospital |
|---|---|
| Facility ID | 210011 |
| Address | 900 CATON AVENUE |
|---|---|
| City/Town | Baltimore |
| State | MD |
| ZIP Code | 21229 |
| County/Parish | BALTIMORE CITY |
| Health System | Ascension |
|---|---|
| Health System Website Domain | ascension.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 84 |
|---|---|
| Health System Total Beds | 17222 |
| Health System Hospital Locations | Florida, Illinois, Indiana, Kansas, Maryland, Michigan, Oklahoma, NA, Tennessee, Texas and Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Ascension |
| Emergency Services | Yes |
The Executive Leadership team at Saint Agnes embraces our hospital’s founding mission while also focusing intently on our vision for the future. They are leaders who understand and value the importance of Philanthropy as the hospital grows and continuously changes, in order to best serve the needs of our patients and community. They care passionately for the patients who trust us, as well as the people who chose to work here. They are leaders we are truly proud to call our own.
The Executive Leadership team at Saint Agnes embraces our hospital’s founding mission while also focusing intently on our vision for the future. They are leaders who understand and value the importance of Philanthropy as the hospital grows and continuously changes, in order to best serve the needs of our patients and community. They care passionately for the patients who trust us, as well as the people who chose to work here. They are leaders we are truly proud to call our own.
The Executive Leadership team at Saint Agnes embraces our hospital’s founding mission while also focusing intently on our vision for the future. They are leaders who understand and value the importance of Philanthropy as the hospital grows and continuously changes, in order to best serve the needs of our patients and community. They care passionately for the patients who trust us, as well as the people who chose to work here. They are leaders we are truly proud to call our own.
The Executive Leadership team at Saint Agnes embraces our hospital’s founding mission while also focusing intently on our vision for the future. They are leaders who understand and value the importance of Philanthropy as the hospital grows and continuously changes, in order to best serve the needs of our patients and community. They care passionately for the patients who trust us, as well as the people who chose to work here. They are leaders we are truly proud to call our own.
The Executive Leadership team at Saint Agnes embraces our hospital’s founding mission while also focusing intently on our vision for the future. They are leaders who understand and value the importance of Philanthropy as the hospital grows and continuously changes, in order to best serve the needs of our patients and community. They care passionately for the patients who trust us, as well as the people who chose to work here. They are leaders we are truly proud to call our own. [2] Board Member at Health Care Access Maryland, Term: May 2024-April 2026.
I give what I can because I know that every single dollar donated to the Ascension Saint Agnes Foundation is put to good use, in ways that benefit our patients. I am happy to help.
Joined Ascension Saint Agnes from MedStar Health, where he served as vice president of philanthropy initiatives since 2006. [7] Led philanthropic activities for MedStar Franklin Square Medical Center, the MedStar Institute for Quality and Safety, the MedStar Institute for Innovation, the MedStar Simulation and Training Education Lab and the MedStar Sports Medicine Program since 2011. [7] Marketing and theology graduate of Franciscan University of Steubenville. [7] Described as a proven leader who understands the value of long-term relationship building, genuine, passionate, and committed to the cause.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 407 |
|---|
| FTE Employees on Payroll | 2620.12 |
|---|---|
| FTE Interns & Residents | 71.62 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 18695 |
| Inpatient Days (Title XIX) | 5552 |
| Total Inpatient Days | 52304 |
| Bed Count | 183 |
| Available Bed Days | 66795 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3580 |
| Discharges (Title XIX) | 581 |
| Total Discharges | 10631 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 17087 |
| Inpatient Days (Title XIX; Adults & Peds) | 3539 |
| Total Inpatient Days (Adults & Peds) | 44635 |
| Bed Count (Adults & Peds) | 129 |
| Available Bed Days (Adults & Peds) | 47085 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3580 |
| Discharges (Title XIX; Adults & Peds) | 581 |
| Total Discharges (Adults & Peds) | 10631 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 pneumonia so that patients don't have to come back to the hospital. |
| 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 | 62% |
|---|
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 224 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -7.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 19.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.9 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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 | No Different 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 | 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 | 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 | 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) | 0.525 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.278 |
| SSI SIR (Standardized Infection Ratio) | 0.489 |
| CDI SIR (Standardized Infection Ratio) | 0.425 |
| MRSA SIR (Standardized Infection Ratio) | 0.666 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $9,880 |
|---|---|
| Bad Debt Expense | $9,786 |
| Uncompensated Care Cost | $15,909 |
| Total Uncompensated Care | $15,909 |
| Total Salaries | $237,641 |
|---|---|
| Overhead Expenses (Non-Salary) | $331,067 |
| Depreciation Expense | $20,903 |
| Total Operating Costs | $316,912 |
| Inpatient Charges | $248,029 |
|---|---|
| Outpatient Charges | $266,316 |
| Total Patient Charges | $514,345 |
| Core Wage Costs | $31,563 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $237,641 |
| Contract Labor (Patient Care) | $4,936 |
| Wage Costs (Part A Teaching) | $26 |
| Wage Costs (Interns & Residents) | $725 |
| Cash & Bank Balances | $7,776 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $66,944 |
| Allowance for Doubtful Accounts | |
| Inventory | $8,880 |
| Prepaid Expenses | |
| Other Current Assets | $24,385 |
| Total Current Assets | $107,985 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $232,859 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $232,859 |
| Long-Term Investments | $26,494 |
|---|---|
| Other Assets | $101,716 |
| Total Other Assets | $128,210 |
| Total Assets | $469,053 |
| Accounts Payable | $53,695 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,124 |
| Deferred Revenue | |
| Other Current Liabilities | $69,861 |
| Total Current Liabilities | $124,680 |
| Mortgage Debt | $67,131 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $43,570 |
| Total Long-Term Liabilities | $110,701 |
| Total Liabilities | $235,381 |
| General Fund Balance | $233,672 |
|---|---|
| Total Fund Balances | $233,672 |
| Total Liabilities & Equity | $469,053 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $17,965 |
| DRG (Post-Oct 1) | $54,222 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | $0 |
| Simulated MC Payments | $1,050 |
| Total IME Payments | $6,152 |
| Inpatient Revenue | $243,394 |
|---|---|
| Outpatient Revenue | $459,691 |
| Total Patient Revenue | $703,086 |
| Contractual Allowances & Discounts | $196,420 |
| Net Patient Revenue | $506,665 |
| Total Operating Expenses | $568,707 |
| Net Service Income | $-62,042 |
| Other Income | $82,290 |
| Total Income | $20,248 |
| Other Expenses | $1,941 |
| Net Income | $18,307 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $108,926 |
| Medicaid Charges | $115,487 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |