Mercy Medical Center, located in Baltimore, Maryland, has a rich history of healing and academic excellence that dates back to before the Civil War. As a leading healthcare provider sponsored by the Sisters of Mercy, Mercy is recognized for its clinical excellence and compassionate care, earning an "A" Leapfrog Hospital Safety Grade and a 5-Star Overall Hospital Rating from CMS. The hospital is a 300-bed facility affiliated with the University of Maryland and offers comprehensive services. Mercy has also been recognized by Newsweek as one of America's Greatest Workplaces for Women.
| Hospital Name | Mercy Medical Center |
|---|---|
| Facility ID | 210008 |
| Address | 301 SAINT PAUL PLACE |
|---|---|
| City/Town | Baltimore |
| State | MD |
| ZIP Code | 21202 |
| County/Parish | BALTIMORE CITY |
| Health System | Independent |
|---|---|
| Health System Website Domain | mdmercy.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 285 |
| Health System Hospital Locations | Maryland |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Mercy Health Services |
| Emergency Services | Yes |
David N. Maine, M.D., is the President & CEO of Mercy Health Services. He was appointed in January 2020, becoming the first physician to lead the hospital in its nearly 150-year history. [6, 9] Prior to this role, he served as Executive Vice President for Mercy Health Services, overseeing operations, physician networks, and affiliates. [6, 7, 12] His background includes a Residency in Anesthesiology and a Fellowship in Interventional Pain Medicine at The Johns Hopkins Hospital. [6] He is Board Certified in Anesthesiology and Pain Medicine and holds an MBA from The Johns Hopkins Carey Business School. [6] Dr. Maine also holds leadership positions in organizations such as the Maryland Hospital Association and the Greater Baltimore Committee. [6] He was recognized as the 2024 Business Leader of the Year by Loyola University Maryland. [12]
Sister Helen Amos, RSM, was named Executive Chair of the Board of Trustees of Mercy Health Services, Inc. in 1999. [10] She previously served as President and CEO of Mercy Medical Center from 1992 to 1999 and has been a member of the Mercy Board of Trustees since 1980. [10] Her background includes over 30 years of experience in education and healthcare administration. [10] Sister Helen is noted for transforming Mercy by launching a nationally recognized Women's Health Program, laying the groundwork for campus expansion, and developing regionally recognized physician programs. [10] She has received numerous awards and serves on several boards. [10]
Wilma Rowe, M.D., serves as Chief Medical Officer/Senior Vice President of Medical Affairs at Mercy Medical Center. [5] She is the immediate past program director and remains a major contributor to program planning and oversight. [5] Dr. Rowe also works as a hospitalist and teaching attending for inpatient medical services. [5] She is a graduate of the George Washington University School of Medicine and completed her residency training in internal medicine at the University of Maryland Medical Center. [5]
Caroline Senatore has been named the new Chief Philanthropy Officer for Mercy Health Services. [13] In this role, she leads the Mercy Health Foundation and all philanthropy efforts across the system. [13] Her background includes decades of experience in philanthropy at various institutions. [13]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 285 |
|---|
| FTE Employees on Payroll | 2695 |
|---|---|
| FTE Interns & Residents | 52.19 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 9495 |
| Inpatient Days (Title XIX) | 1892 |
| Total Inpatient Days | 47005 |
| Bed Count | 173 |
| Available Bed Days | 63145 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2009 |
| Discharges (Title XIX) | 418 |
| Total Discharges | 11175 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8361 |
| Inpatient Days (Title XIX; Adults & Peds) | 934 |
| Total Inpatient Days (Adults & Peds) | 30803 |
| Bed Count (Adults & Peds) | 127 |
| Available Bed Days (Adults & Peds) | 46355 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2009 |
| Discharges (Title XIX; Adults & Peds) | 418 |
| Total Discharges (Adults & Peds) | 11175 |
| Care Quality Stengths | Average 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 failure 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 | 79% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| 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 | 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 | Worse 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) | 243 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 62.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -28.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 8.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | 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 | Number of Cases Too Small |
| 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) | 0.220 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.383 |
| SSI SIR (Standardized Infection Ratio) | 0.300 |
| CDI SIR (Standardized Infection Ratio) | 0.977 |
| MRSA SIR (Standardized Infection Ratio) | 0.407 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $19,936 |
|---|---|
| Bad Debt Expense | $6,041 |
| Uncompensated Care Cost | $24,067 |
| Total Uncompensated Care | $24,182 |
| Total Salaries | $223,411 |
|---|---|
| Overhead Expenses (Non-Salary) | $356,341 |
| Depreciation Expense | $35,480 |
| Total Operating Costs | $467,783 |
| Inpatient Charges | $234,860 |
|---|---|
| Outpatient Charges | $425,501 |
| Total Patient Charges | $660,361 |
| Core Wage Costs | $44,956 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $223,411 |
| Contract Labor (Patient Care) | $4,938 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $255 |
| Cash & Bank Balances | $206,951 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $50,392 |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | $11,753 |
| Other Current Assets | |
| Total Current Assets | $290,026 |
| Land Value | $16,270 |
|---|---|
| Land Improvements Value | $41,971 |
| Building Value | $594,125 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $303,039 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $472,522 |
| Long-Term Investments | $255,296 |
|---|---|
| Other Assets | $78,381 |
| Total Other Assets | $333,676 |
| Total Assets | $1,096,224 |
| Accounts Payable | $109,058 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $38,894 |
| Total Current Liabilities | $147,952 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $389,341 |
| Total Long-Term Liabilities | $389,341 |
| Total Liabilities | $537,293 |
| General Fund Balance | $558,931 |
|---|---|
| Total Fund Balances | $558,931 |
| Total Liabilities & Equity | $1,096,224 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,338 |
| DRG (Post-Oct 1) | $21,365 |
| Outlier Payments | |
| DSH Adjustment | $2,002 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $9,255 |
| Total IME Payments | $3,174 |
| Inpatient Revenue | $234,860 |
|---|---|
| Outpatient Revenue | $425,501 |
| Total Patient Revenue | $660,361 |
| Contractual Allowances & Discounts | $99,053 |
| Net Patient Revenue | $561,308 |
| Total Operating Expenses | $579,752 |
| Net Service Income | $-18,445 |
| Other Income | $81,797 |
| Total Income | $63,353 |
| Other Expenses | |
| Net Income | $63,353 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $6,608 |
| Medicaid Charges | $9,490 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |