Ascension St. John Jane Phillips

Ascension St. John Jane Phillips, located in Bartlesville, Oklahoma at 3500 East Frank Phillips Boulevard, provides advanced specialty care and 24/7 emergency services, including a Level III Trauma Center. Our dedicated care teams focus on understanding your unique health needs, delivering personalized care in a comfortable setting. We offer comprehensive services such as heart and stroke care, orthopedics, sleep diagnostics, wound care, and women's health, all on one convenient campus. At our Birthing Center, we provide a personalized birthing experience with a Level II nursery. Ascension St. John Jane Phillips is committed to quality care, earning an "A" safety grade from LeapFrog for our dedication to preventing medical errors, infections, and injuries.

Identifiers

Hospital Name Ascension St. John Jane Phillips
Facility ID 370018

Location

Address 3500 EAST FRANK PHILLIPS BOULEVARD
City/Town Bartlesville
State OK
ZIP Code 74006
County/Parish WASHINGTON

Health System

Health System Ascension
Health System Website Domain ascension.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

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

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Ascension
Emergency Services Yes

Bryanie Swilley

Interim President

Joined Jane Phillips on Dec. 5, 2023, to serve as interim President to ensure a smooth transition.

Mike A. Moore

President/Chief Operating Officer

Served as President for 10 years and had a nearly 37-year tenure at the ministry, beginning as a junior accountant and working up to Chief Financial Officer before becoming President. Retired effective Dec. 29, 2023. Was part of changes including joining St. John Health System in 1995 and becoming part of Ascension in 2013. Involved in adding service lines such as Cardiology, Diabetes Center, Imaging and Sleep Center, and Wound Care Center. Also serves on the Board of Education for Tri County Tech.

Residency Programs

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

Capacity & Services

Licensed Beds 133

Staffing & Personnel

FTE Employees on Payroll 407.49
FTE Interns & Residents 0.1

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 6216
Inpatient Days (Title XIX) 2601
Total Inpatient Days 15099
Bed Count 81
Available Bed Days 29565
Discharges (Title V) NA
Discharges (Title XVIII) 1581
Discharges (Title XIX) 715
Total Discharges 3950

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 5416
Inpatient Days (Title XIX; Adults & Peds) 1927
Total Inpatient Days (Adults & Peds) 12076
Bed Count (Adults & Peds) 73
Available Bed Days (Adults & Peds) 26645
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1581
Discharges (Title XIX; Adults & Peds) 715
Total Discharges (Adults & Peds) 3950

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients were very positive about the cleanliness of the hospital. Patients were very positive about the quiet atmosphere of the hospital. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. 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 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 63%

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 Worse 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) 180

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -28.4
Readmission Score Hospital Return Days for Heart Failure Patients -11.3
Readmission Score Hospital Return Days for Pneumonia Patients -14.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.2
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 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 16.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.1
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.1
Readmission Group Hospital Return Days for Heart Attack Patients Fewer 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) 0.000
CAUTI SIR (Standardized Infection Ratio) 0.241
SSI SIR (Standardized Infection Ratio) 0.648
CDI SIR (Standardized Infection Ratio) 0.303
MRSA SIR (Standardized Infection Ratio) 0.508

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,670
Bad Debt Expense $7,774
Uncompensated Care Cost $5,547
Total Uncompensated Care $6,522

Operating Expenses ($ thousands)

Total Salaries $37,906
Overhead Expenses (Non-Salary) $91,621
Depreciation Expense $6,053
Total Operating Costs $105,681

Charges ($ thousands)

Inpatient Charges $131,667
Outpatient Charges $324,546
Total Patient Charges $456,212

Wage-Related Details ($ thousands)

Core Wage Costs $5,715
Wage Costs (RHC/FQHC)
Adjusted Salaries $37,906
Contract Labor (Patient Care) $144
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $104
Short-Term Investments
Notes Receivable
Accounts Receivable $58,178
Allowance for Doubtful Accounts $-47,031
Inventory $2,654
Prepaid Expenses $770
Other Current Assets
Total Current Assets $17,385

Balance Sheet – Fixed Assets ($ thousands)

Land Value $3,413
Land Improvements Value $783
Building Value $50,279
Leasehold Improvements $2
Fixed Equipment Value $1,901
Major Movable Equipment $29,717
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $39,385

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $-31
Other Assets $6,207
Total Other Assets $6,176
Total Assets $62,945

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,162
Salaries & Wages Payable $1,876
Payroll Taxes Payable $285
Short-Term Debt
Deferred Revenue
Other Current Liabilities $13,928
Total Current Liabilities $19,251

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $7,119
Total Long-Term Liabilities $7,119
Total Liabilities $26,370

Balance Sheet – Equity ($ thousands)

General Fund Balance $36,575
Total Fund Balances $36,575
Total Liabilities & Equity $62,945

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,050
DRG (Post-Oct 1) $10,668
Outlier Payments
DSH Adjustment $360
Eligible DSH % $0
Simulated MC Payments $6,957
Total IME Payments $2

Revenue & Income Statement ($ thousands)

Inpatient Revenue $131,667
Outpatient Revenue $324,546
Total Patient Revenue $456,212
Contractual Allowances & Discounts $338,346
Net Patient Revenue $117,866
Total Operating Expenses $129,526
Net Service Income $-11,660
Other Income $13,707
Total Income $2,047
Other Expenses
Net Income $2,047

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $11,903
Medicaid Charges $74,193
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing NA