Mercer Health, located at 800 West Main Street in Coldwater, Ohio, has been serving the community since 1950. As the only healthcare system in Mercer County, we offer a network of affiliated physicians and specialty services throughout Mercer and Auglaize counties. Mercer Health is dedicated to providing high-quality, accessible care in a compassionate environment, with a mission to enhance our community's health. With a vision to be the provider, employer, and system of choice, we offer comprehensive services, including emergency care, inpatient and outpatient services, and community outreach programs. Experience top-quality healthcare right here at home with Mercer Health!
| Hospital Name | Mercer Health |
|---|---|
| Facility ID | 360058 |
| Address | 800 WEST MAIN STREET |
|---|---|
| City/Town | Coldwater |
| State | OH |
| ZIP Code | 45828 |
| County/Parish | MERCER |
| Health System | Independent |
|---|---|
| Health System Website Domain | mercer-health.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 88 |
| Health System Hospital Locations | Ohio |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Mercer Health |
| Emergency Services | No |
Lisa Klenke, CEO of Mercer Health, received the Ohio Hospital Association's Donald R. Newkirk Award for her contributions to healthcare in Ohio. [4, 8] She has over three decades of commitment to advancing healthcare, shaping both Mercer Health and the broader medical community. [4, 8] She served 20 years as Chief Nursing Officer and 12 years as CEO, leading Mercer Health through expansions, introducing innovative services, expanding accessibility, and navigating challenges like the COVID-19 pandemic and implementing the EPIC electronic medical records system. [4, 8] Klenke has been instrumental in Mercer Health's national recognition as a TOP 100 rural and community hospital multiple times and earning an America's Best-in-State Hospitals designation in 2025. [4, 8] She has also advocated for nursing excellence and regulatory advancements, serving on the Ohio Board of Nursing and contributing to influential organizations. [4, 8]
Mindy Kremer is the Vice President of Development, Marketing and Communications at Mercer Health. [4, 6, 8] She is quoted as saying, “Lisa's leadership has profoundly shaped healthcare in our community. Her dedication to ensuring quality care and fostering innovation is truly inspiring.” [4, 8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 88 |
|---|
| FTE Employees on Payroll | 389.03 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2329 |
| Inpatient Days (Title XIX) | 100 |
| Total Inpatient Days | 6095 |
| Bed Count | 42 |
| Available Bed Days | 15330 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 836 |
| Discharges (Title XIX) | 44 |
| Total Discharges | 2105 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2168 |
| Inpatient Days (Title XIX; Adults & Peds) | 74 |
| Total Inpatient Days (Adults & Peds) | 5033 |
| Bed Count (Adults & Peds) | 37 |
| Available Bed Days (Adults & Peds) | 13505 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 836 |
| Discharges (Title XIX; Adults & Peds) | 44 |
| Total Discharges (Adults & Peds) | 2105 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the quiet atmosphere of the hospital. 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 failure so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns | Hospital has had some challengs with infection rates being high. |
| 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 | 75% |
|---|
| 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 | |
| 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) | 113 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -23.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -11.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.5 |
| 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 | 0.9 |
| 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 | 19.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average 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 | Number of Cases Too Small |
| 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.701 |
| CDI SIR (Standardized Infection Ratio) | 0.528 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Apr 01, 2022 |
|---|---|
| Fiscal Year End | Mar 31, 2023 |
| Charity Care Cost | $162 |
|---|---|
| Bad Debt Expense | $3,910 |
| Uncompensated Care Cost | $1,633 |
| Total Uncompensated Care | $3,219 |
| Total Salaries | $25,046 |
|---|---|
| Overhead Expenses (Non-Salary) | $63,490 |
| Depreciation Expense | $3,329 |
| Total Operating Costs | $63,198 |
| Inpatient Charges | $39,503 |
|---|---|
| Outpatient Charges | $128,072 |
| Total Patient Charges | $167,576 |
| Core Wage Costs | $10,008 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $25,046 |
| Contract Labor (Patient Care) | $1,398 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $14,759 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $15,530 |
| Allowance for Doubtful Accounts | |
| Inventory | $1,809 |
| Prepaid Expenses | $-631 |
| Other Current Assets | |
| Total Current Assets | $31,468 |
| Land Value | $198 |
|---|---|
| Land Improvements Value | $888 |
| Building Value | $20,941 |
| Leasehold Improvements | |
| Fixed Equipment Value | $35,166 |
| Major Movable Equipment | $35,965 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $43,916 |
| Long-Term Investments | |
|---|---|
| Other Assets | $26,158 |
| Total Other Assets | $26,158 |
| Total Assets | $101,542 |
| Accounts Payable | $3,196 |
|---|---|
| Salaries & Wages Payable | $3,779 |
| Payroll Taxes Payable | |
| Short-Term Debt | $709 |
| Deferred Revenue | |
| Other Current Liabilities | $155 |
| Total Current Liabilities | $7,840 |
| Mortgage Debt | $37,193 |
|---|---|
| Long-Term Notes Payable | $11,425 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $48,668 |
| Total Long-Term Liabilities | $97,285 |
| Total Liabilities | $105,125 |
| General Fund Balance | $-3,583 |
|---|---|
| Total Fund Balances | $-3,583 |
| Total Liabilities & Equity | $101,542 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,414 |
| DRG (Post-Oct 1) | $2,905 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $42,277 |
|---|---|
| Outpatient Revenue | $135,802 |
| Total Patient Revenue | $178,079 |
| Contractual Allowances & Discounts | $90,300 |
| Net Patient Revenue | $87,779 |
| Total Operating Expenses | $88,536 |
| Net Service Income | $-757 |
| Other Income | $1,981 |
| Total Income | $1,224 |
| Other Expenses | $286 |
| Net Income | $938 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,211 |
| Medicaid Charges | $15,060 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic Community Connect |
|---|---|
| EHR Version | EpicCare Community Connect |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |