Mercyhealth Hospital and Trauma Center–Janesville, located at 1000 Mineral Point Ave, Janesville, WI, is designed with you and your family in mind, offering compassionate care and state-of-the-art technology. As a regional health system, we provide exceptional, coordinated healthcare with over 85 specialty and subspecialty services. Our advanced surgical suites, expert medical staff, and Level II Trauma Center ensure comprehensive services, including emergency care, heart and vascular services, cancer care, and much more. The Birthing Center welcomes tiny miracles every day, and our 24/7 emergency trauma center is always ready to provide life-saving care. We are committed to making lives better for the people, families, and communities we serve.
| Hospital Name | Mercyhealth Hospital and Trauma Center-Janesville |
|---|---|
| Facility ID | 520066 |
| Address | 1000 MINERAL POINT AVE |
|---|---|
| City/Town | Janesville |
| State | WI |
| ZIP Code | 53548 |
| County/Parish | ROCK |
| Health System | Mercyhealth (IL) |
|---|---|
| Health System Website Domain | mercyhealthsystem.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 5 |
|---|---|
| Health System Total Beds | 734 |
| Health System Hospital Locations | Illinois and Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Mercyhealth (IL) |
| Emergency Services | Yes |
Kara Sankey is the Chief Nursing Officer at Mercyhealth in Rock County. [6] She is also listed as Vice President and System Chief Nursing Officer, Mercyhealth, and serves on the Forward Janesville Board of Directors. [2] Additionally, she is listed as the Vice President of Operations & Nursing for Mercyhealth on the Blackhawk Technical College Foundation Board of Directors. [3] Sankey's career at Mercyhealth began as a housekeeper, and she advanced through various roles to become the head of the hospital's nursing program. [6] Her journey reflects a long family connection to healthcare at Mercyhealth. [6]
Dr. Jason D. Welch serves as the Medical Director of the Mercyhealth Hospitalist Program at Mercyhealth Hospital and Trauma Center, Janesville, WI. [8, 4] He is also the Associate Medical Director for hospital and clinic entities in Rock County, WI. [8, 4] Dr. Welch is a family medicine physician affiliated with Mercy Hospital and Trauma Center-Janesville. [7] He completed his residency at the Mercy Health System Family Medicine Residency Program in Janesville, WI, and attended medical school at Universidad Autonoma de Guadalajara in Mexico. [8, 4] He is board certified by the American Board of Family Medicine. [1]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 240 |
|---|
| FTE Employees on Payroll | 2269.49 |
|---|---|
| FTE Interns & Residents | 15.96 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8768 |
| Inpatient Days (Title XIX) | 1218 |
| Total Inpatient Days | 29762 |
| Bed Count | 182 |
| Available Bed Days | 66430 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1513 |
| Discharges (Title XIX) | 234 |
| Total Discharges | 5694 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7851 |
| Inpatient Days (Title XIX; Adults & Peds) | 1042 |
| Total Inpatient Days (Adults & Peds) | 25484 |
| Bed Count (Adults & Peds) | 167 |
| Available Bed Days (Adults & Peds) | 60955 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1513 |
| Discharges (Title XIX; Adults & Peds) | 234 |
| Total Discharges (Adults & Peds) | 5694 |
| Care Quality Stengths | Average overall patient satisfaction. 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. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. |
| 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 | 64% |
|---|
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 157 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 27.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 31.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 24.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.9 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 15 |
| Readmission Score Rate of Readmission for CABG | 11.1 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 16.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More 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 | 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) | 0.643 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.712 |
| SSI SIR (Standardized Infection Ratio) | 0.671 |
| CDI SIR (Standardized Infection Ratio) | 0.324 |
| MRSA SIR (Standardized Infection Ratio) | 0.350 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,348 |
|---|---|
| Bad Debt Expense | $12,815 |
| Uncompensated Care Cost | $5,162 |
| Total Uncompensated Care | $11,465 |
| Total Salaries | $269,436 |
|---|---|
| Overhead Expenses (Non-Salary) | $249,896 |
| Depreciation Expense | $13,163 |
| Total Operating Costs | $264,778 |
| Inpatient Charges | $383,610 |
|---|---|
| Outpatient Charges | $904,884 |
| Total Patient Charges | $1,288,495 |
| Core Wage Costs | $10,708 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $257,800 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | $6 |
| Wage Costs (Interns & Residents) | $27 |
| Cash & Bank Balances | $367,171 |
|---|---|
| Short-Term Investments | $66,416 |
| Notes Receivable | |
| Accounts Receivable | $235,346 |
| Allowance for Doubtful Accounts | $-197,863 |
| Inventory | $14,465 |
| Prepaid Expenses | $2,264 |
| Other Current Assets | |
| Total Current Assets | $500,310 |
| Land Value | $28,909 |
|---|---|
| Land Improvements Value | $1,567 |
| Building Value | $468,749 |
| Leasehold Improvements | $3,332 |
| Fixed Equipment Value | |
| Major Movable Equipment | $264,110 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $340,573 |
| Long-Term Investments | |
|---|---|
| Other Assets | $28,408 |
| Total Other Assets | $28,408 |
| Total Assets | $869,292 |
| Accounts Payable | $17,756 |
|---|---|
| Salaries & Wages Payable | $34,229 |
| Payroll Taxes Payable | |
| Short-Term Debt | $360 |
| Deferred Revenue | |
| Other Current Liabilities | $49,229 |
| Total Current Liabilities | $101,573 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $267,316 |
| Total Long-Term Liabilities | $267,316 |
| Total Liabilities | $368,889 |
| General Fund Balance | $500,402 |
|---|---|
| Total Fund Balances | $500,402 |
| Total Liabilities & Equity | $869,292 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,295 |
| DRG (Post-Oct 1) | $13,147 |
| Outlier Payments | |
| DSH Adjustment | $370 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $16,772 |
| Total IME Payments | $982 |
| Inpatient Revenue | $424,495 |
|---|---|
| Outpatient Revenue | $957,965 |
| Total Patient Revenue | $1,382,460 |
| Contractual Allowances & Discounts | $1,512,458 |
| Net Patient Revenue | $-129,998 |
| Total Operating Expenses | $589,110 |
| Net Service Income | $-719,107 |
| Other Income | $778,695 |
| Total Income | $59,588 |
| Other Expenses | $26,046 |
| Net Income | $33,542 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $15,361 |
| Medicaid Charges | $150,798 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |