Saint Luke's South Hospital, located at 12300 Metcalf Avenue in Overland Park, KS, is dedicated to providing high-quality, comprehensive healthcare services to Johnson County and surrounding communities. As a faith-based, not-for-profit community hospital, Saint Luke's South offers 24-hour emergency services, advanced diagnostic testing, a Level IIIa NICU, and inpatient/outpatient rehabilitation. Recognized for patient safety and experience, the hospital integrates experienced medical professionals and advanced technology to ensure optimal patient care and convenience. With convenient free parking and visiting hours from 5:30 a.m. to 9 p.m. daily, we strive to enhance the physical, mental, and spiritual health of everyone we serve.
| Hospital Name | Saint Luke's South Hospital |
|---|---|
| Facility ID | 170185 |
| Address | 12300 METCALF AVENUE |
|---|---|
| City/Town | Overland Park |
| State | KS |
| ZIP Code | 66213 |
| County/Parish | JOHNSON |
| Health System | Saint Luke's Health System (Kansas City) |
|---|---|
| Health System Website Domain | saintlukeskc.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 583 |
| Health System Hospital Locations | Kansas and Missouri |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Saint Luke's Health System |
| Emergency Services | Yes |
Bobby Olm-Shipman has been appointed President and CEO for Saint Luke's South Hospital effective September 8 [7]. He has been with Saint Luke's Health System since 2003 [6, 7]. He also serves as CEO of Saint Luke's South and East Region [6, 10, 24]. Olm-Shipman earned a bachelor's degree in biology and a master's degree in Health Policy & Management from the University of Kansas [7]. He has held positions in the areas of quality management, the neuroscience service line, project management and strategic planning [10]. He previously managed Saint Luke's Health System's Vision 2020 initiative and led operations for Saint Luke's neuroscience program [7]. He is a board member of the Kansas Hospital Association and was the 2018 President of the Kansas City Metropolitan Healthcare Council [10]. He was also the 2018 Chairman of the Overland Park Economic Development Council and is Past Chairman of the Overland Park Chamber of Commerce [10]. He is currently the inaugural Chair of the AHA's LEAD next-gen leadership development roundtable [6].
Jeff Little is the Vice President of Operations at Saint Luke's South Hospital [12, 19]. He also holds the title of Director of Pharmacy at Saint Luke's Hospital in Kansas City, Missouri [8, 9, 23]. He earned a Doctor of Pharmacy Degree from the University of Kansas and completed a combined PGY-1/PGY-2 residency in health systems pharmacy administration at the University of Pittsburgh Medical Center [9]. He also completed a Master of Public Health degree from the University of Pittsburgh Graduate School of Public Health [9]. Little has held an Adjunct Clinical Instructor appointment with the University of Kansas School of Pharmacy [9].
Matt Marino is listed as Chief Financial Officer at Saint Luke's South Hospital [12, 19]. He is also listed as Chief Financial Officer, Saint Luke's Health System - South/East Region, on the KC Chamber Board of Directors [20]. Matthew Marino is listed as the authorized official (CFO) for Saint Lukes South Hospital Inc. [22].
Julia Woods is the Vice President & Chief Nursing Officer at Saint Luke's South Hospital [12, 19]. She is also listed as Chief Nursing Officer for Saint Luke's South Hospital [3, 17]. Julia Woods is a board member of Health Partnership Clinic [11] and is listed as an Ethics Champion by the Center for Practical Bioethics, associated with Saint Luke's Health System – South [28].
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 75 |
|---|
| FTE Employees on Payroll | 806.69 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 9834 |
| Inpatient Days (Title XIX) | 513 |
| Total Inpatient Days | 24401 |
| Bed Count | 91 |
| Available Bed Days | 44435 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2160 |
| Discharges (Title XIX) | 5 |
| Total Discharges | 5389 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8888 |
| Inpatient Days (Title XIX; Adults & Peds) | 462 |
| Total Inpatient Days (Adults & Peds) | 21035 |
| Bed Count (Adults & Peds) | 83 |
| Available Bed Days (Adults & Peds) | 39325 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2160 |
| Discharges (Title XIX; Adults & Peds) | 5 |
| Total Discharges (Adults & Peds) | 5389 |
| Care Quality Stengths | High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours 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 above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns |
| 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% |
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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 | |
| 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 | |
| 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) | 104 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -27.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -6.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.4 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.4 |
| 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.519 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.235 |
| SSI SIR (Standardized Infection Ratio) | 0.985 |
| CDI SIR (Standardized Infection Ratio) | 0.460 |
| MRSA SIR (Standardized Infection Ratio) | 0.524 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $5,862 |
|---|---|
| Bad Debt Expense | $13,564 |
| Uncompensated Care Cost | $8,316 |
| Total Uncompensated Care | $8,316 |
| Total Salaries | $72,990 |
|---|---|
| Overhead Expenses (Non-Salary) | $178,284 |
| Depreciation Expense | $14,176 |
| Total Operating Costs | $180,803 |
| Inpatient Charges | $437,378 |
|---|---|
| Outpatient Charges | $574,727 |
| Total Patient Charges | $1,012,104 |
| Core Wage Costs | $16,190 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $72,990 |
| Contract Labor (Patient Care) | $9,397 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-25,008 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $43,111 |
| Allowance for Doubtful Accounts | $-10,600 |
| Inventory | $3,137 |
| Prepaid Expenses | $1,349 |
| Other Current Assets | |
| Total Current Assets | $16,308 |
| Land Value | $9,624 |
|---|---|
| Land Improvements Value | $5,752 |
| Building Value | $116,381 |
| Leasehold Improvements | $12,648 |
| Fixed Equipment Value | $9,884 |
| Major Movable Equipment | $56,648 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $115,798 |
| Long-Term Investments | |
|---|---|
| Other Assets | $85,196 |
| Total Other Assets | $85,196 |
| Total Assets | $217,302 |
| Accounts Payable | $9,434 |
|---|---|
| Salaries & Wages Payable | $5,700 |
| Payroll Taxes Payable | |
| Short-Term Debt | $719 |
| Deferred Revenue | |
| Other Current Liabilities | $11,884 |
| Total Current Liabilities | $27,738 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $86,286 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $86,725 |
| Total Long-Term Liabilities | $173,011 |
| Total Liabilities | $200,748 |
| General Fund Balance | $16,554 |
|---|---|
| Total Fund Balances | $16,554 |
| Total Liabilities & Equity | $217,302 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $13,220 |
| DRG (Post-Oct 1) | $4,781 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $443,355 |
|---|---|
| Outpatient Revenue | $592,098 |
| Total Patient Revenue | $1,035,453 |
| Contractual Allowances & Discounts | $817,226 |
| Net Patient Revenue | $218,226 |
| Total Operating Expenses | $246,896 |
| Net Service Income | $-28,670 |
| Other Income | $14,949 |
| Total Income | $-13,721 |
| Other Expenses | $4,377 |
| Net Income | $-18,098 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| 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 |