Mercy Health – Regional Medical Center LLC

Mercy Health – Regional Medical Center LLC, located at 3700 Kolbe Road in Lorain, Ohio, is a trusted provider of health care. As part of the larger Mercy Health system, we are committed to delivering compassionate, high-quality care to our community. Our medical center offers a range of services, provided by skilled and experienced medical teams, focused on patient safety and state-of-the-art treatment. We strive to manage resources responsibly and advance our healing ministry for the common good. At Mercy Health, we are dedicated to transforming the health of our communities.

Identifiers

Hospital Name Mercy Health – Regional Medical Center LLC
Facility ID 360172

Location

Address 3700 KOLBE ROAD
City/Town Lorain
State OH
ZIP Code 44053
County/Parish LORAIN

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 - Private
Ownership Details Bon Secours Mercy Health
Emergency Services Yes

John Luellen

President, Mercy Health Lorain Hospital

Served as chief operating officer for Youngstown since 2018, assumed Market President role later that year, over 20 years of experience as an emergency physician and in healthcare administration.

Martin Tursky

Chief Operating Officer, Mercy Health – Lorain and Youngstown cross-market

Joined as COO for Youngstown market in 2020, strategic operational oversight for hospital facilities, service lines, and ancillary services, began career in U.S. Army, 11 years with Aultman Hospital.

Stacie Call

Chief Nursing Officer, Mercy Health – Lorain and Youngstown cross-market

Works in collaboration with nursing associates at multiple hospitals including Mercy Health – Lorain Hospital, works to enhance patient experience, joined Mercy Health in 2014 as Chief Nursing Officer for St. Elizabeth.

Michelle Crawford

Chief Financial Officer, Mercy Health – Lorain and Youngstown markets

NA

Dr. James Kravec

Chief Clinical Officer, Mercy Health – Lorain and Youngstown markets

Responsible for physician executive leadership for clinical enterprises (hospital medical staff, Mercy Health Physicians, Mercy Health Select), oversees mission, strategic leadership, quality care, and integration, system medical director for Graduate Medical Education for Bon Secours Mercy Health, Youngstown native, graduated from Youngstown State University and NEOMED, completed internal medicine residency.

Residency Programs

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

Capacity & Services

Licensed Beds 317

Staffing & Personnel

FTE Employees on Payroll 838.45
FTE Interns & Residents 10.25

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 7141
Inpatient Days (Title XIX) 1316
Total Inpatient Days 33542
Bed Count 177
Available Bed Days 64605
Discharges (Title V) NA
Discharges (Title XVIII) 1646
Discharges (Title XIX) 269
Total Discharges 7592

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 6161
Inpatient Days (Title XIX; Adults & Peds) 970
Total Inpatient Days (Adults & Peds) 27322
Bed Count (Adults & Peds) 153
Available Bed Days (Adults & Peds) 55845
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1646
Discharges (Title XIX; Adults & Peds) 269
Total Discharges (Adults & Peds) 7592

Quality Summary

Care Quality Stengths 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 Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 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 55%

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
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) 157

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 28.7
Readmission Score Hospital Return Days for Heart Failure Patients -18.8
Readmission Score Hospital Return Days for Pneumonia Patients -14.8
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 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 1.4
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.5
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.2
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.4
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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.238
CAUTI SIR (Standardized Infection Ratio) 1.431
SSI SIR (Standardized Infection Ratio) 1.431
CDI SIR (Standardized Infection Ratio) 0.194
MRSA SIR (Standardized Infection Ratio) 1.334

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,370
Bad Debt Expense $22,211
Uncompensated Care Cost $6,724
Total Uncompensated Care $19,700

Operating Expenses ($ thousands)

Total Salaries $74,138
Overhead Expenses (Non-Salary) $168,381
Depreciation Expense $3,945
Total Operating Costs $203,448

Charges ($ thousands)

Inpatient Charges $448,150
Outpatient Charges $620,026
Total Patient Charges $1,068,175

Wage-Related Details ($ thousands)

Core Wage Costs $16,706
Wage Costs (RHC/FQHC)
Adjusted Salaries $74,138
Contract Labor (Patient Care) $13,247
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $440

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-151,698
Short-Term Investments
Notes Receivable
Accounts Receivable $66,412
Allowance for Doubtful Accounts $-43,189
Inventory $6,640
Prepaid Expenses $306
Other Current Assets $49
Total Current Assets $-117,634

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,463
Land Improvements Value $5,207
Building Value $130,475
Leasehold Improvements $1,804
Fixed Equipment Value $31,811
Major Movable Equipment $54,406
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $77,888

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $3,715
Total Other Assets $3,715
Total Assets $-36,031

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $26,631
Salaries & Wages Payable $1,899
Payroll Taxes Payable $-1
Short-Term Debt
Deferred Revenue $15
Other Current Liabilities $1,211
Total Current Liabilities $29,755

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $24,879
Total Long-Term Liabilities $24,879
Total Liabilities $54,633

Balance Sheet – Equity ($ thousands)

General Fund Balance $-90,664
Total Fund Balances $-90,664
Total Liabilities & Equity $-36,031

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $11,660
DRG (Post-Oct 1) $4,181
Outlier Payments
DSH Adjustment $588
Eligible DSH % $0
Simulated MC Payments $23,736
Total IME Payments $441

Revenue & Income Statement ($ thousands)

Inpatient Revenue $447,476
Outpatient Revenue $620,100
Total Patient Revenue $1,067,576
Contractual Allowances & Discounts $853,958
Net Patient Revenue $213,618
Total Operating Expenses $242,519
Net Service Income $-28,901
Other Income $11,997
Total Income $-16,904
Other Expenses
Net Income $-16,904

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $32,222
Medicaid Charges $267,113
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