Ascension St. John Medical Center

Ascension St. John Medical Center, located at 1923 South Utica Avenue in Tulsa, OK, is a destination for specialty care, offering advanced services in heart care, cancer treatment, stroke care, orthopedics, and women's health. As a full-service tertiary hospital and Level II Trauma Center, we provide personalized, compassionate care for all your health needs, including 24/7 emergency services. Our OB-GYN maternity care teams at our Birthing Center ensure a personalized birthing experience and advanced neonatal care. With state-of-the-art technology, including minimally invasive and robotic-assisted procedures, and a wide network of primary and specialty care physicians, Ascension St. John is committed to providing advanced, patient-centered care close to home.

Identifiers

Hospital Name Ascension St. John Medical Center
Facility ID 370114

Location

Address 1923 SOUTH UTICA AVENUE
City/Town Tulsa
State OK
ZIP Code 74104
County/Parish TULSA

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

Michael J. “Mike” McBride, FACHE

Regional President & Chief Operating Officer, Ascension St. John Health System

With more than 25 years of healthcare administration experience. He has been in this role since October 2019. Prior to joining Ascension St. John, he led FMOL Health System as its President & CEO. Before joining FMOLHS, Mike served CHI St. Luke's Health in Houston as its President of Suburban Hospitals. Prior to joining CHI, Mr. McBride served as President and CEO of St. Mary's Hospital and Regional Medical Center in Grand Junction, Colorado. He also served fifteen years with CHRISTUS Health. Mr. McBride earned a Bachelor of Arts degree in Economics from Baylor University and a Master of Science in Healthcare Administration from Trinity University. He completed his Administrative Residency with Methodist Hospitals of Dallas.

Bo Beaudry

CEO, Ascension St. John

Heather Schneider

CFO, Ascension St. John

Jason Hall

Assistant COO for Ascension St. John Medical Center

Residency Programs

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

Capacity & Services

Licensed Beds 675

Staffing & Personnel

FTE Employees on Payroll 1975.83
FTE Interns & Residents 64.46

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 33055
Inpatient Days (Title XIX) 28820
Total Inpatient Days 131960
Bed Count 419
Available Bed Days 155882
Discharges (Title V) NA
Discharges (Title XVIII) 5494
Discharges (Title XIX) 3976
Total Discharges 21700

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 27204
Inpatient Days (Title XIX; Adults & Peds) 18394
Total Inpatient Days (Adults & Peds) 99111
Bed Count (Adults & Peds) 325
Available Bed Days (Adults & Peds) 122565
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 5494
Discharges (Title XIX; Adults & Peds) 3976
Total Discharges (Adults & Peds) 21700

Quality Summary

Care Quality Stengths
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients Worse 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 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) 196

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -8.3
Readmission Score Hospital Return Days for Heart Failure Patients -7.5
Readmission Score Hospital Return Days for Pneumonia Patients 1.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.7
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.1
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.3
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.3
Readmission Score Rate of Readmission for CABG 10
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.1
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.9
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 Worse 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 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) 0.611
CAUTI SIR (Standardized Infection Ratio) 0.667
SSI SIR (Standardized Infection Ratio) 1.551
CDI SIR (Standardized Infection Ratio) 0.506
MRSA SIR (Standardized Infection Ratio) 0.986

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $19,323
Bad Debt Expense $27,670
Uncompensated Care Cost $26,434
Total Uncompensated Care $29,311

Operating Expenses ($ thousands)

Total Salaries $165,063
Overhead Expenses (Non-Salary) $385,266
Depreciation Expense $26,479
Total Operating Costs $493,349

Charges ($ thousands)

Inpatient Charges $1,241,286
Outpatient Charges $722,538
Total Patient Charges $1,963,825

Wage-Related Details ($ thousands)

Core Wage Costs $29,445
Wage Costs (RHC/FQHC)
Adjusted Salaries $165,151
Contract Labor (Patient Care) $11,519
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $217
Short-Term Investments
Notes Receivable
Accounts Receivable $277,608
Allowance for Doubtful Accounts $-215,280
Inventory $13,051
Prepaid Expenses $1,760
Other Current Assets
Total Current Assets $98,991

Balance Sheet – Fixed Assets ($ thousands)

Land Value $10,082
Land Improvements Value $491
Building Value $211,502
Leasehold Improvements $657
Fixed Equipment Value $10,195
Major Movable Equipment $148,598
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $185,001

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $6,527
Total Other Assets $6,527
Total Assets $290,519

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $18,605
Salaries & Wages Payable $7,875
Payroll Taxes Payable $1,452
Short-Term Debt
Deferred Revenue
Other Current Liabilities $74,188
Total Current Liabilities $102,120

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $4,147
Total Long-Term Liabilities $4,147
Total Liabilities $106,267

Balance Sheet – Equity ($ thousands)

General Fund Balance $184,253
Total Fund Balances $184,253
Total Liabilities & Equity $290,519

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $17,109
DRG (Post-Oct 1) $53,775
Outlier Payments
DSH Adjustment $2,648
Eligible DSH % $0
Simulated MC Payments $58,757
Total IME Payments $4,270

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,241,286
Outpatient Revenue $722,538
Total Patient Revenue $1,963,825
Contractual Allowances & Discounts $1,416,069
Net Patient Revenue $547,756
Total Operating Expenses $550,329
Net Service Income $-2,573
Other Income $13,852
Total Income $11,279
Other Expenses
Net Income $11,279

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $55,608
Medicaid Charges $340,335
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 No