Saint Joseph Berea

Saint Joseph Berea, located at 305 Estill Street in Berea, KY, is a faith-based, not-for-profit hospital dedicated to providing high-quality, comprehensive care close to home. As a 25-bed critical access hospital, we serve residents of Madison, Estill, Garrard, Jackson, and Rockcastle counties with a wide range of services, including 24/7 emergency care, heart and vascular care, general surgery, women's care, and rehabilitation services. We combine advanced medical technology with a friendly, family-like atmosphere and are guided by our core values of compassion, inclusion, integrity, excellence, and collaboration. Saint Joseph Berea is accredited by The Joint Commission and is part of CHI Saint Joseph Health, one of the largest health systems in Kentucky.

Identifiers

Hospital Name Saint Joseph Berea
Facility ID 181329

Location

Address 305 ESTILL STREET
City/Town Berea
State KY
ZIP Code 40403
County/Parish MADISON

Health System

Health System CommonSpirit Health
Health System Website Domain commonspirit.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 106
Health System Total Beds 17364
Health System Hospital Locations Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah

Ownership & Characteristics

Hospital Type Critical Access Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details CommonSpirit Health
Emergency Services Yes

John Yanes

President

Joined CHI Saint Joseph Health in 2019 as president of Saint Joseph London and Saint Joseph Berea and will continue to lead those hospitals as well. Previously served as chief executive officer at Andalusia Health in Andalusia, Ala., and also served as a president and CEO in Ohio, Tennessee, Pennsylvania and Florida for 17 years. Began his career in Florida as an administrator and executive director for clinics and health networks in Jacksonville, Daytona Beach and Pompano Beach. Received a bachelor of science in business administration, an MBA and a master of health science from the University of Florida. Completed the Executive Program in Managed Care at the University of Missouri-Kansas City, is board certified in health care management from the American College of Healthcare Executives in Chicago and received the designation as Certified Professional in Patient Safety from the Institute of Healthcare Improvement in Boston.

Shelley Stanko

Chief Medical Officer

Native of London and has served as the chief medical officer for Saint Joseph London for nine years and Saint Joseph Berea for four years (as of Feb 2023).

Andrea Holecek

Vice President of Nursing

Joined the ministry in June, 2019, as the vice president of Patient Care Services and chief nursing officer for Saint Joseph London. Previously served as the senior director of Patient Care Services and Magnet Program Director at Bayhealth Medical Center in Delaware. Holds several academic degrees including a Master's in Nursing, a Master's in Business Administration, and a Doctorate of Education in Innovation and Organizational Leadership. Is a board-certified nurse executive and a Fellow of the American College of Healthcare Executives.

Brady Dale

Vice President of Operations

NA

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 25

Staffing & Personnel

FTE Employees on Payroll 157.09
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1280
Inpatient Days (Title XIX) 24
Total Inpatient Days 3822
Bed Count 25
Available Bed Days 9125
Discharges (Title V) NA
Discharges (Title XVIII) 192
Discharges (Title XIX) 12
Total Discharges 697

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 543
Inpatient Days (Title XIX; Adults & Peds) 15
Total Inpatient Days (Adults & Peds) 1798
Bed Count (Adults & Peds) 21
Available Bed Days (Adults & Peds) 7665
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 192
Discharges (Title XIX; Adults & Peds) 12
Total Discharges (Adults & Peds) 697

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.
Care Quality Concerns NA

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 91%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
Mortality Group – Iatrogenic Pneumothorax Rate
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 131

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 5.2
Readmission Score Hospital Return Days for Pneumonia Patients -4.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.9
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 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 20.1
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17
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 No Different 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 Number of Cases Too Small
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) NA
CAUTI SIR (Standardized Infection Ratio) NA
SSI SIR (Standardized Infection Ratio) NA
CDI SIR (Standardized Infection Ratio) NA
MRSA SIR (Standardized Infection Ratio) NA

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $490
Bad Debt Expense $2,183
Uncompensated Care Cost $1,274
Total Uncompensated Care $1,274

Operating Expenses ($ thousands)

Total Salaries $12,981
Overhead Expenses (Non-Salary) $25,470
Depreciation Expense $898
Total Operating Costs $34,482

Charges ($ thousands)

Inpatient Charges $15,482
Outpatient Charges $80,182
Total Patient Charges $95,664

Wage-Related Details ($ thousands)

Core Wage Costs
Wage Costs (RHC/FQHC)
Adjusted Salaries
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $16,349
Short-Term Investments
Notes Receivable
Accounts Receivable $20,529
Allowance for Doubtful Accounts $-12,028
Inventory $1,281
Prepaid Expenses $27
Other Current Assets
Total Current Assets $26,539

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2
Land Improvements Value $37
Building Value $9,270
Leasehold Improvements $11,735
Fixed Equipment Value $1,224
Major Movable Equipment $13,401
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $8,298

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $67
Total Other Assets $67
Total Assets $34,904

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $653
Salaries & Wages Payable $1,006
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $1,495
Total Current Liabilities $3,892

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $21
Total Long-Term Liabilities $21
Total Liabilities $3,912

Balance Sheet – Equity ($ thousands)

General Fund Balance $30,991
Total Fund Balances $30,991
Total Liabilities & Equity $34,904

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $15,482
Outpatient Revenue $83,644
Total Patient Revenue $99,126
Contractual Allowances & Discounts $59,105
Net Patient Revenue $40,021
Total Operating Expenses $38,450
Net Service Income $1,571
Other Income $1,652
Total Income $3,223
Other Expenses
Net Income $3,223

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $9,126
Medicaid Charges $26,619
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