Located in South Bend, Indiana, Memorial Hospital is a comprehensive, Level II trauma center dedicated to providing exceptional care for the community. Founded in 1894, we offer a wide range of clinical services, including heart and vascular care, newborn intensive care, pediatrics, cancer treatment, and advanced surgical options, including robotic surgery. As the second-largest employer in St. Joseph County, we are committed to innovation and investing in the future of healthcare, demonstrated by our ongoing expansion to enhance patient experience and support the growing needs of the region. Our dedicated team of professionals provides compassionate, patient-centered care, ensuring access to advanced medical services in a comfortable and healing environment.
| Hospital Name | Memorial Hospital of South Bend |
|---|---|
| Facility ID | 150058 |
| Address | 615 N MICHIGAN ST |
|---|---|
| City/Town | South Bend |
| State | IN |
| ZIP Code | 46601 |
| County/Parish | ST. JOSEPH |
| Health System | Beacon Health System |
|---|---|
| Health System Website Domain | beaconhealthsystem.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 844 |
| Health System Hospital Locations | Indiana and Michigan |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Beacon Health System |
| Emergency Services | Yes |
Larry Tracy serves as President of Memorial Hospital of South Bend and President of Beacon Children's Hospital, overseeing strategic direction, operational management, and patient care for key healthcare facilities within the Beacon Health System since 2016. [2] He is charged with aligning the strategic direction of the hospital with that of Beacon Health System and executing plans for collective success. [4] His operational responsibilities include fiscal and general operations, patient care operations, professional development, quality and safety. [4] An experienced health care executive and former U.S. Army officer, he was previously President of Barnes-Jewish St. Peters Hospital and Progress West Hospital in Missouri from 2013-2016 and Chief Operating Officer at Barnes-Jewish West County Hospital from 2008-2013. [3] During his tenure there, he was instrumental in developing strong teams, growing clinical programs, aligning and standardizing clinical operations, and gaining efficiencies to reduce costs and deliver more value for patients and customers. [3] Prior to these roles, Tracy held various positions, including Vice President at NorthShore University HealthSystem and Administrative Fellow at Northwestern Memorial Hospital. [2, 3] He earned his master's degree in health administration from The Ohio State University and a Bachelor of Arts in Economics. [2, 3] His background includes military service as a Commissioned Officer in the US Army from 1991-1999, specializing in logistics, finance, and air defense operations. [2, 3] He joined Memorial Hospital in June 2016. [3] Larry Tracy is also listed as the administrator for Memorial Hospital of South Bend. [5]
Tomas Howard joined Beacon as a project lead in 2020. [4] He serves as a liaison between hospital leadership and the CannonDesign and Walsh teams working on the Memorial Hospital tower project. [4] He also partners with front-line user groups and departmental heads to ensure that tower project leaders are addressing employee and patient feedback, and works to make sure that the many action items for a project of this scale happen simultaneously and none are overlooked or forgotten. [4] Tomas Howard has also shared his personal story as an LGBTQIA+ associate during Pride Month, highlighting the importance of support in the workplace. [8]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 463 |
|---|
| FTE Employees on Payroll | 2298.97 |
|---|---|
| FTE Interns & Residents | 27.25 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 22318 |
| Inpatient Days (Title XIX) | 5910 |
| Total Inpatient Days | 107802 |
| Bed Count | 429 |
| Available Bed Days | 156585 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3915 |
| Discharges (Title XIX) | 580 |
| Total Discharges | 19390 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 20560 |
| Inpatient Days (Title XIX; Adults & Peds) | 4338 |
| Total Inpatient Days (Adults & Peds) | 88099 |
| Bed Count (Adults & Peds) | 363 |
| Available Bed Days (Adults & Peds) | 132495 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3915 |
| Discharges (Title XIX; Adults & Peds) | 580 |
| Total Discharges (Adults & Peds) | 19390 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has multiple significant high-patient-mortality 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 | 72% |
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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 | No Different Than National Average |
| 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 | Worse 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 | Worse 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 171 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -10.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -10.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 2.6 |
| 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 | 11.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.7 |
| Readmission Score Rate of Readmission for CABG | 10.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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 | 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 | 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 | No Different Than the National Rate |
| 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) | 0.859 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.307 |
| SSI SIR (Standardized Infection Ratio) | 1.002 |
| CDI SIR (Standardized Infection Ratio) | 0.181 |
| MRSA SIR (Standardized Infection Ratio) | 0.287 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $4,167 |
|---|---|
| Bad Debt Expense | $23,865 |
| Uncompensated Care Cost | $10,269 |
| Total Uncompensated Care | $10,333 |
| Total Salaries | $199,084 |
|---|---|
| Overhead Expenses (Non-Salary) | $370,955 |
| Depreciation Expense | $22,976 |
| Total Operating Costs | $502,584 |
| Inpatient Charges | $1,167,934 |
|---|---|
| Outpatient Charges | $810,701 |
| Total Patient Charges | $1,978,635 |
| Core Wage Costs | $44,981 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $199,084 |
| Contract Labor (Patient Care) | $20,488 |
| Wage Costs (Part A Teaching) | $268 |
| Wage Costs (Interns & Residents) | $434 |
| Cash & Bank Balances | $21,953 |
|---|---|
| Short-Term Investments | $15,941 |
| Notes Receivable | |
| Accounts Receivable | $269,370 |
| Allowance for Doubtful Accounts | $-152,375 |
| Inventory | $18,016 |
| Prepaid Expenses | $963 |
| Other Current Assets | $42,055 |
| Total Current Assets | $225,276 |
| Land Value | $26,982 |
|---|---|
| Land Improvements Value | |
| Building Value | $530,738 |
| Leasehold Improvements | |
| Fixed Equipment Value | $255,015 |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $336,116 |
| Long-Term Investments | |
|---|---|
| Other Assets | $30,484 |
| Total Other Assets | $30,484 |
| Total Assets | $591,876 |
| Accounts Payable | $50,943 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $5,320 |
| Deferred Revenue | |
| Other Current Liabilities | $2,980 |
| Total Current Liabilities | $59,243 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $173,397 |
| Total Long-Term Liabilities | $173,397 |
| Total Liabilities | $232,640 |
| General Fund Balance | $349,883 |
|---|---|
| Total Fund Balances | $359,236 |
| Total Liabilities & Equity | $591,876 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $33,224 |
| DRG (Post-Oct 1) | $11,307 |
| Outlier Payments | |
| DSH Adjustment | $2,781 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $41,171 |
| Total IME Payments | $1,157 |
| Inpatient Revenue | $1,167,934 |
|---|---|
| Outpatient Revenue | $810,701 |
| Total Patient Revenue | $1,978,635 |
| Contractual Allowances & Discounts | $1,347,165 |
| Net Patient Revenue | $631,470 |
| Total Operating Expenses | $570,038 |
| Net Service Income | $61,431 |
| Other Income | $42,286 |
| Total Income | $103,717 |
| Other Expenses | |
| Net Income | $103,717 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $147,917 |
| Medicaid Charges | $452,497 |
| Net CHIP Revenue | |
| CHIP Charges | $6 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |