Experience extraordinary care close to home at Barnes-Jewish West County Hospital, located at 12634 Olive Boulevard in Creve Coeur, MO. We offer highly specialized surgical and medical services, including heart and vascular care, pain management, and advanced radiology. Our hospital features state-of-the-art surgical suites with robotic-assisted minimally invasive surgery, an integrated critical care program, and the Alvin J. Siteman Cancer Center. With a focus on patient-centered care and access to Washington University Physicians, we provide leading-edge medicine in a comfortable and convenient environment. Choose Barnes-Jewish West County Hospital for comprehensive and specialized care.
| Hospital Name | Barnes-Jewish West County Hospital |
|---|---|
| Facility ID | 260162 |
| Address | 12634 OLIVE BOULEVARD |
|---|---|
| City/Town | Creve Coeur |
| State | MO |
| ZIP Code | 63141 |
| 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 |
Angelleen Peters-Lewis, PhD, RN, FAAN, is president of Barnes-Jewish West County Hospital and vice president and chief operating officer of Barnes-Jewish Hospital. [4, 10] She joined Barnes-Jewish as vice president, patient care services and chief nursing executive in 2017, and added the role of president of Barnes-Jewish West County Hospital in July 2024. [4, 10] Peters-Lewis brings significant experience and a track record of success in academic medical centers in urban settings and is deeply committed to the underserved with a unique understanding of multicultural environments. [4, 10] She has a strong passion for professional nursing practice and building relationships with the entire health care team, and is a transformational leader with a demonstrated ability to create a positive, vibrant culture. [4, 10] Peters-Lewis received her doctorate in nursing from Boston College, where she graduated with distinction and received the Dorothy A. Jones Award for Scholarship, Service and Development. [4, 10] She earned a master's degree in nursing from Northeastern University and her bachelor's in nursing from Simmons College in Boston. [4, 10] Her post-doctoral work included an executive nurse fellowship with the Robert Wood Johnson Foundation and the executive leadership development program at Harvard Business School. [4, 10] Peters-Lewis recently received the highest recognition in the nursing profession when she was inducted as a Fellow in the American Academy of Nursing (FAAN) and was recognized in 2020 as one of Modern Healthcare's Minority Leaders to Watch. [4, 10] Prior to joining Barnes-Jewish Hospital, Peters-Lewis served in several leadership roles within the Care New England Health System, affiliated with Brown University Medical School. [4, 10]
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Jason R. Gillihan, MD, MBA, has been appointed chief medical officer (CMO) of Barnes-Jewish West County Hospital (BJWCH) paired with an Associate CMO role at Barnes-Jewish Hospital (BJH). [8] Gillihan completed his Medical Degree and internship in internal medicine at Southern Illinois University School of Medicine before his residency in anesthesiology at Washington University School of Medicine in St. Louis, where he served as chief resident in his final year of training. [8] Following residency, Gillihan spent time in private practice in southern Illinois, before returning to the Department of Anesthesiology at WashU Medicine in 2013. [8] Upon his return, Gillihan focused his efforts on growing the department's Division of Trauma Anesthesia, establishing not only the resident rotation in trauma but also the trauma anesthesia fellowship. [8] He eventually became section chief of trauma and the associate director of clinical anesthesiology, partnering closely with Ivan Kangrga, MD, PhD, director of clinical anesthesiology at Barnes-Jewish Hospital. [8] In 2019, Gillihan assumed the role of division chief of anesthesiology at BJWCH, leading the move into the sprawling new medical campus in November of that year. [8] Gillihan graduated from Olin Business School in May of 2023 with an Executive MBA and soon after took on the role of co-chair of the Clinical Operations Subgroup of the BJC Perioperative Oversight Committee. [8] He currently holds the positions of professor of anesthesiology and chief of staff-elect of the medical staff at BJWCH, having previously served as treasurer. [8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 113 |
|---|
| FTE Employees on Payroll | 631.08 |
|---|---|
| FTE Interns & Residents | 19.94 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3212 |
| Inpatient Days (Title XIX) | 571 |
| Total Inpatient Days | 11075 |
| Bed Count | 68 |
| Available Bed Days | 24820 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 869 |
| Discharges (Title XIX) | 154 |
| Total Discharges | 3327 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2965 |
| Inpatient Days (Title XIX; Adults & Peds) | 521 |
| Total Inpatient Days (Adults & Peds) | 10376 |
| Bed Count (Adults & Peds) | 64 |
| Available Bed Days (Adults & Peds) | 23360 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 869 |
| Discharges (Title XIX; Adults & Peds) | 154 |
| Total Discharges (Adults & Peds) | 3327 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate Hospital does an above-average 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 |
| 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 | 89% |
|---|
| 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 | |
| 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 | |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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) | 228 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 10.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 5.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.4 |
| 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 | 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 | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.7 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| 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 | Better than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| 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) | 1.139 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.314 |
| SSI SIR (Standardized Infection Ratio) | 0.668 |
| CDI SIR (Standardized Infection Ratio) | 0.312 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $3,587 |
|---|---|
| Bad Debt Expense | $5,232 |
| Uncompensated Care Cost | $4,841 |
| Total Uncompensated Care | $4,841 |
| Total Salaries | $51,573 |
|---|---|
| Overhead Expenses (Non-Salary) | $167,894 |
| Depreciation Expense | $20,624 |
| Total Operating Costs | $190,254 |
| Inpatient Charges | $124,779 |
|---|---|
| Outpatient Charges | $691,281 |
| Total Patient Charges | $816,060 |
| Core Wage Costs | $14,444 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $50,952 |
| Contract Labor (Patient Care) | $14,824 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $57,832 |
| Allowance for Doubtful Accounts | $-31,628 |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | $7,569 |
| Total Current Assets | $33,775 |
| Land Value | $13,941 |
|---|---|
| Land Improvements Value | $19,922 |
| Building Value | $228,833 |
| Leasehold Improvements | $5,863 |
| Fixed Equipment Value | $20,447 |
| Major Movable Equipment | $105,273 |
| Minor Depreciable Equipment | |
| Health IT Assets | $5,496 |
| Total Fixed Assets | $221,673 |
| Long-Term Investments | |
|---|---|
| Other Assets | $897 |
| Total Other Assets | $897 |
| Total Assets | $256,345 |
| Accounts Payable | $3,462 |
|---|---|
| Salaries & Wages Payable | $5,012 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $3,234 |
| Total Current Liabilities | $17,214 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $4,428 |
| Total Long-Term Liabilities | $4,428 |
| Total Liabilities | $21,642 |
| General Fund Balance | $234,703 |
|---|---|
| Total Fund Balances | $234,703 |
| Total Liabilities & Equity | $256,345 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,369 |
| DRG (Post-Oct 1) | $2,229 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $6,705 |
| Total IME Payments | $877 |
| Inpatient Revenue | $124,889 |
|---|---|
| Outpatient Revenue | $691,848 |
| Total Patient Revenue | $816,736 |
| Contractual Allowances & Discounts | $595,603 |
| Net Patient Revenue | $221,133 |
| Total Operating Expenses | $210,191 |
| Net Service Income | $10,942 |
| Other Income | $2,715 |
| Total Income | $13,657 |
| Other Expenses | $4,512 |
| Net Income | $9,144 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $8,266 |
| Medicaid Charges | $45,991 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |