Mercy Health — St. Rita's Medical Center, located in Lima, Ohio, is a leading healthcare provider dedicated to serving the community with comprehensive, high-quality medical care. As a flagship hospital within Bon Secours Mercy Health, the largest health system in Ohio, we offer a wide range of services, including heart and vascular care, cancer treatment, neurosciences, orthopedics, and emergency services. Our state-of-the-art facility features modern amenities, a patient-centric design, and a tranquil environment to promote healing and wellness. With a commitment to excellence and patient satisfaction, Mercy Health — St. Rita's Medical Center has earned multiple accreditations and awards, solidifying our reputation as a trusted healthcare resource. We are open 24/7, and our compassionate staff and dedicated physicians are here to provide exceptional care for you and your family.
| Hospital Name | Mercy Health — St. Rita's Medical Center |
|---|---|
| Facility ID | 360066 |
| Address | 730 WEST MARKET STREET |
|---|---|
| City/Town | Lima |
| State | OH |
| ZIP Code | 45801 |
| County/Parish | ALLEN |
| Health System | Bon Secours Mercy Health |
|---|---|
| Health System Website Domain | bsmhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 31 |
|---|---|
| Health System Total Beds | 6715 |
| Health System Hospital Locations | Kentucky, Ohio, South Carolina and Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Bon Secours Mercy Health |
| Emergency Services | Yes |
Ronda Lehman joined Mercy Health in 1995 and serves as president of the Lima Market. She began her career in the pharmacy department of St. Rita's, serving as director of pharmacy from 2001-2010 before transitioning to administrative and executive director roles. In 2010, she became vice president of hospital operations. In 2013, Lehman transitioned to the physician practice and ambulatory side as chief operating officer at St. Rita's Professional Services. She was named president of Mercy Health – St. Rita's Medical Center in 2019 and president of the Lima Market in September 2019. Lehman holds a Bachelor of Science from Ohio Northern University, a Doctor of Pharmacy from The Ohio State University, and an MBA from Tiffin University. She also completed the Executive Management Program for Pharmacy Leaders at the Wharton School of Business and is a fellow of the American College of Healthcare Executives. She is an adjunct faculty member at ONU and is involved in the Lima community, serving on the YMCA Board of Directors and volunteering for organizations like the Literacy Council and Our Daily Bread. She is also active in 4-H and her church. [3, 12]
Dr. Matt Owens provides physician executive leadership for regional clinical enterprises at Mercy Health- Lima, partnering with senior leadership to provide direction and oversight for the mission, strategy, and delivery of quality healthcare services for the West Central Ohio region. His specific areas of responsibility include Medical Staff services, Medical Education programs, Mercy Health Physicians- Lima, and hospital quality. Prior to this role, Dr. Owens served as Chief Medical Officer of Mercy Health Physicians – Lima and the clinically integrated network in Lima since 2017. He joined the medical staff of Mercy Health- St. Rita's in 2009. He is board certified in Physical Medicine and Rehabilitation. Originally from Van Wert, Dr. Owens received his bachelor's degree at Miami University, obtained his medical degree at the Medical College of Ohio, and completed residency training at The Ohio State University. He resides in Lima and is passionate about recruitment and retention of clinicians, provider engagement, patient experience, and creating healthcare access. [3, 6, 7]
Linsey Paul serves as the chief nursing officer for the Mercy Health – Lima market. She has held a variety of leadership positions since joining Mercy Health in 2013. She has served as an acute care and operations director in Mercy Health's Springfield market, and as patient services operations and ROC director in Mercy Health's Lima market. Most recently, she served as the assistant chief nursing officer for Mercy Health – Springfield Regional Medical Center. Prior to her time in Springfield, Paul served at Mercy Health – St. Rita's Medical Center in leadership roles and as a frontline nurse in the emergency department. Paul earned her Bachelor of Science in Nursing from Kent State University and her Master of Science in Nursing from Walden University. [3]
Jill Jacobs served as Chief Operating Officer at Mercy Health-St. Rita's Medical Center as of January 2020. She previously spent 10 years with Mercy Health Physicians in Lima, most recently as Director of Physician Management. Prior to that, she was a surgical nurse at St. Rita's Medical Center and also spent five years with Blanchard Valley Health System, including three years as Director of Cardiovascular Services. Her previous role involved operational oversight and management of providers, managers, and locations, focusing on maintaining trust between administration and providers. [6, 7]
Amber Washington is Vice President of Support Services for Mercy Health-St. Rita's Medical Center, a role she assumed as of January 2020. In this role, she leads and strengthens the performance, quality, and efficiency of support services across hospital and ambulatory facilities in the market, including departments such as environmental services, facilities management, dietary services, volunteer services, and gift shops. Amber initially joined Mercy Health as an administrative fellow and previously served as executive director, ancillary services at Mercy Health – St. Rita's Medical Center for three-and-a-half years. She has provided leadership to community organizations including the Allen County Workforce Policy Board, Lima Allen County Paramedics Board, and the Community Investment committee, and chaired the Leadership Council for Diversity and Inclusion in Lima. [6, 7]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 424 |
|---|
| FTE Employees on Payroll | 1461.69 |
|---|---|
| FTE Interns & Residents | 64.55 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 20959 |
| Inpatient Days (Title XIX) | 2140 |
| Total Inpatient Days | 71532 |
| Bed Count | 329 |
| Available Bed Days | 120085 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4435 |
| Discharges (Title XIX) | 424 |
| Total Discharges | 15063 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 18695 |
| Inpatient Days (Title XIX; Adults & Peds) | 1667 |
| Total Inpatient Days (Adults & Peds) | 60814 |
| Bed Count (Adults & Peds) | 299 |
| Available Bed Days (Adults & Peds) | 109135 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4435 |
| Discharges (Title XIX; Adults & Peds) | 424 |
| Total Discharges (Adults & Peds) | 15063 |
| Care Quality Stengths | High 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 a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality 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 | 68% |
|---|
| 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) | 148 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -6.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -26 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 5.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 14.7 |
| 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 | 1.4 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.6 |
| Readmission Score Rate of Readmission for CABG | 11.4 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.9 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| 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 | Worse 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 | 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) | 0.521 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.039 |
| SSI SIR (Standardized Infection Ratio) | 1.185 |
| CDI SIR (Standardized Infection Ratio) | 0.209 |
| MRSA SIR (Standardized Infection Ratio) | 0.383 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $4,776 |
|---|---|
| Bad Debt Expense | $31,820 |
| Uncompensated Care Cost | $10,547 |
| Total Uncompensated Care | $27,098 |
| Total Salaries | $116,671 |
|---|---|
| Overhead Expenses (Non-Salary) | $348,774 |
| Depreciation Expense | $15,368 |
| Total Operating Costs | $397,048 |
| Inpatient Charges | $1,108,359 |
|---|---|
| Outpatient Charges | $1,213,666 |
| Total Patient Charges | $2,322,025 |
| Core Wage Costs | $26,128 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $116,671 |
| Contract Labor (Patient Care) | $35,778 |
| Wage Costs (Part A Teaching) | $6 |
| Wage Costs (Interns & Residents) | $1,132 |
| Cash & Bank Balances | $366,195 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | $63 |
| Accounts Receivable | $156,365 |
| Allowance for Doubtful Accounts | $-95,710 |
| Inventory | $12,595 |
| Prepaid Expenses | $3,072 |
| Other Current Assets | |
| Total Current Assets | $449,551 |
| Land Value | $18,974 |
|---|---|
| Land Improvements Value | $4,355 |
| Building Value | $386,281 |
| Leasehold Improvements | $242 |
| Fixed Equipment Value | |
| Major Movable Equipment | $167,784 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $211,611 |
| Long-Term Investments | $504,774 |
|---|---|
| Other Assets | $55,322 |
| Total Other Assets | $560,096 |
| Total Assets | $1,221,258 |
| Accounts Payable | $44,218 |
|---|---|
| Salaries & Wages Payable | $3,348 |
| Payroll Taxes Payable | $-68 |
| Short-Term Debt | |
| Deferred Revenue | $405 |
| Other Current Liabilities | $3,221 |
| Total Current Liabilities | $51,123 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $75,145 |
| Total Long-Term Liabilities | $75,145 |
| Total Liabilities | $126,268 |
| General Fund Balance | $1,094,990 |
|---|---|
| Total Fund Balances | $1,094,990 |
| Total Liabilities & Equity | $1,221,258 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $37,467 |
| DRG (Post-Oct 1) | $12,801 |
| Outlier Payments | |
| DSH Adjustment | $1,301 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $38,404 |
| Total IME Payments | $5,197 |
| Inpatient Revenue | $1,108,359 |
|---|---|
| Outpatient Revenue | $1,213,666 |
| Total Patient Revenue | $2,322,025 |
| Contractual Allowances & Discounts | $1,824,474 |
| Net Patient Revenue | $497,551 |
| Total Operating Expenses | $465,444 |
| Net Service Income | $32,107 |
| Other Income | $-49,381 |
| Total Income | $-17,274 |
| Other Expenses | |
| Net Income | $-17,274 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $41,731 |
| Medicaid Charges | $366,028 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |