Missouri Baptist Medical Center, located at 3015 N Ballas Rd in Town and Country, MO, is known for personalized, compassionate care and clinical excellence. Consistently ranked among the top hospitals in the St. Louis metro area by U.S. News & World Report, we offer a full continuum of medical and surgical services, including specialized programs in heart care, cancer care, women's health, and orthopedics. Our 24-hour adult emergency department and dedicated pediatric emergency unit, in collaboration with St. Louis Children's Hospital, ensure comprehensive care for the whole family. As the only Magnet-designated hospital in St. Louis County, we are committed to nursing excellence and quality patient care.
| Hospital Name | Missouri Baptist Medical Center |
|---|---|
| Facility ID | 260108 |
| Address | 3015 N BALLAS RD |
|---|---|
| City/Town | Town and Country |
| State | MO |
| ZIP Code | 63131 |
| County/Parish | ST. LOUIS |
| Health System | BJC HealthCare |
|---|---|
| Health System Website Domain | bjc.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 13 |
|---|---|
| Health System Total Beds | 5091 |
| Health System Hospital Locations | Illinois and Missouri |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | BJC HealthCare |
| Emergency Services | Yes |
Ann Abad has accepted the role of Missouri Baptist Medical Center president, effective Dec. 3, 2022. [11] Abad has been with BJC for 17 years, serving most recently as president of Barnes-Jewish West County Hospital since 2019. [11] During her time at BJWCH, she led significant growth and helped strengthen patient safety, quality, and experience. [11] She was also an integral part of the BJC Incident Command during the pandemic. [11] Prior to BJWCH, Abad was vice president of operations for Barnes-Jewish St. Peters Hospital and Progress West Hospital for eight years, leading operational and strategic development. [11] She earned her MBA from Washington University in St. Louis and a bachelor's degree in mathematics from Purdue University. [11, 17]
Nitin Anand, MD, earned his undergraduate degree from Johns Hopkins University, his medical degree from Vanderbilt School of Medicine, and completed his residency in internal medicine and fellowship in pulmonary and critical care at Washington University School of Medicine. [3] He began his career with BJC as an instructor and hospitalist with Washington University School of Medicine at Barnes-Jewish Hospital before joining MoBap in 2008 as an intensivist. [3] During the pandemic, Dr. Anand served as the co-chair of the ICUs and critical care council on the COVID-19 Pandemic Task Force. [3] Dr. Nitin Anand is board certified in internal medicine, pulmonary medicine, critical care medicine and neurocritical care. [3]
NA
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 494 |
|---|
| FTE Employees on Payroll | 2097.09 |
|---|---|
| FTE Interns & Residents | 8.23 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 29453 |
| Inpatient Days (Title XIX) | 3071 |
| Total Inpatient Days | 98938 |
| Bed Count | 402 |
| Available Bed Days | 146730 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5717 |
| Discharges (Title XIX) | 467 |
| Total Discharges | 19677 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 26801 |
| Inpatient Days (Title XIX; Adults & Peds) | 2446 |
| Total Inpatient Days (Adults & Peds) | 80303 |
| Bed Count (Adults & Peds) | 362 |
| Available Bed Days (Adults & Peds) | 132130 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5717 |
| Discharges (Title XIX; Adults & Peds) | 467 |
| Total Discharges (Adults & Peds) | 19677 |
| Care Quality Stengths | High overall patient satisfaction. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| 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. |
| 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 | 78% |
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| 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better 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) | 254 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 20.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 5.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 12.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.9 |
| Readmission Score Rate of Readmission for CABG | 11.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.5 |
| 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 | 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 | 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 | 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 | 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) | 0.565 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.504 |
| SSI SIR (Standardized Infection Ratio) | 1.326 |
| CDI SIR (Standardized Infection Ratio) | 0.446 |
| MRSA SIR (Standardized Infection Ratio) | 0.480 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $11,614 |
|---|---|
| Bad Debt Expense | $13,206 |
| Uncompensated Care Cost | $15,061 |
| Total Uncompensated Care | $16,519 |
| Total Salaries | $184,199 |
|---|---|
| Overhead Expenses (Non-Salary) | $513,740 |
| Depreciation Expense | $26,103 |
| Total Operating Costs | $601,266 |
| Inpatient Charges | $923,009 |
|---|---|
| Outpatient Charges | $1,445,438 |
| Total Patient Charges | $2,368,446 |
| Core Wage Costs | $50,895 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $184,164 |
| Contract Labor (Patient Care) | $18,696 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-666 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $211,270 |
| Allowance for Doubtful Accounts | $-114,261 |
| Inventory | $11,910 |
| Prepaid Expenses | $4,569 |
| Other Current Assets | $1,967 |
| Total Current Assets | $117,498 |
| Land Value | $1,290 |
|---|---|
| Land Improvements Value | $23,445 |
| Building Value | $473,897 |
| Leasehold Improvements | |
| Fixed Equipment Value | $10,200 |
| Major Movable Equipment | $228,876 |
| Minor Depreciable Equipment | |
| Health IT Assets | $24,650 |
| Total Fixed Assets | $212,544 |
| Long-Term Investments | |
|---|---|
| Other Assets | $10,329 |
| Total Other Assets | $10,329 |
| Total Assets | $340,371 |
| Accounts Payable | $9,197 |
|---|---|
| Salaries & Wages Payable | $15,859 |
| Payroll Taxes Payable | $248 |
| Short-Term Debt | $2,166 |
| Deferred Revenue | |
| Other Current Liabilities | $7,972 |
| Total Current Liabilities | $35,442 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $8,443 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,357 |
| Total Long-Term Liabilities | $9,800 |
| Total Liabilities | $45,242 |
| General Fund Balance | $294,411 |
|---|---|
| Total Fund Balances | $295,129 |
| Total Liabilities & Equity | $340,371 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $48,995 |
| DRG (Post-Oct 1) | $17,683 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $54,901 |
| Total IME Payments | $702 |
| Inpatient Revenue | $923,009 |
|---|---|
| Outpatient Revenue | $1,511,627 |
| Total Patient Revenue | $2,434,636 |
| Contractual Allowances & Discounts | $1,718,626 |
| Net Patient Revenue | $716,010 |
| Total Operating Expenses | $697,939 |
| Net Service Income | $18,072 |
| Other Income | $24,090 |
| Total Income | $42,162 |
| Other Expenses | $37,456 |
| Net Income | $4,706 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $25,798 |
| Medicaid Charges | $107,364 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |