Ascension St. Vincent's St. Johns County Hospital

Ascension St. Vincent's St. Johns County, located at 205 Trinity Way, St. Johns, FL, delivers specialty care and 24/7 emergency services. As a Primary Stroke Center, the hospital is supported by leading cardiovascular, surgical, and orthopedic specialists, providing comprehensive care for life-threatening conditions like heart attacks and strokes. Our care teams prioritize understanding your health needs and deliver tailored care, including specialized follow-up services and a wide range of offerings such as advanced surgical care, cancer treatment, orthopedics, and women's health. The 56-bed facility also provides personalized heart care with various diagnostic cardiac imaging and tests.

Identifiers

Hospital Name Ascension St. Vincent's St. Johns County Hospital
Facility ID 100361

Location

Address 205 TRINITY WAY
City/Town St Johns
State FL
ZIP Code 32259
County/Parish ST. JOHNS

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

Cory Darling

President and CEO

Cory Darling is the President and CEO of Ascension St. Vincent's St. Johns County Hospital, providing oversight for the hospital operations. [3, 6] Prior to joining Ascension, he held multiple executive-level positions including serving as the Executive Director for the new Performance Orthopedics & Spine Specialty Hospital at Ascension St. Vincent's Southside. [3] Cory also served as the Chief Operating Officer for multiple hospitals within HCA, Inc., including Memorial Hospital Jacksonville, TriStar Hendersonville Medical Center in Hendersonville, Tenn., and West Valley Medical Center in Caldwell, Idaho. [3] He obtained his Master of Business Administration degree from Vanderbilt University's Owen Graduate School of Management, and a bachelor's degree in Business Administration from Belmont University. [3] He is also a FACHE. [6] Cory and his wife Brittany have two children and live in Ponte Vedra Beach. [3]

Residency Programs

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

Capacity & Services

Licensed Beds 56

Staffing & Personnel

FTE Employees on Payroll 202.7
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1529
Inpatient Days (Title XIX) 127
Total Inpatient Days 4800
Bed Count 56
Available Bed Days 17136
Discharges (Title V) NA
Discharges (Title XVIII) 434
Discharges (Title XIX) 12
Total Discharges 1278

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1185
Inpatient Days (Title XIX; Adults & Peds) 99
Total Inpatient Days (Adults & Peds) 3730
Bed Count (Adults & Peds) 48
Available Bed Days (Adults & Peds) 14688
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 434
Discharges (Title XIX; Adults & Peds) 12
Total Discharges (Adults & Peds) 1278

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients report that nurse communication is excellent. 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.
Care Quality Concerns Hospital struggles with high infection rates

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 83%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
Mortality Group – Death Rate for Heart Failure Patients
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients
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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
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) 132

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients -31.8
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 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 0.8
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 Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.1
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Number of Cases Too Small
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 Number of Cases Too Small
Readmission Group Heart Failure (HF) 30-Day Readmission Rate Number of Cases Too Small
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) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) 0.000
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Aug 29, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,584
Bad Debt Expense $24
Uncompensated Care Cost $1,590
Total Uncompensated Care $3,789

Operating Expenses ($ thousands)

Total Salaries $14,331
Overhead Expenses (Non-Salary) $29,466
Depreciation Expense $6,310
Total Operating Costs $47,876

Charges ($ thousands)

Inpatient Charges $71,560
Outpatient Charges $142,576
Total Patient Charges $214,136

Wage-Related Details ($ thousands)

Core Wage Costs $2,836
Wage Costs (RHC/FQHC)
Adjusted Salaries $14,331
Contract Labor (Patient Care) $1
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $2
Short-Term Investments
Notes Receivable
Accounts Receivable $32,230
Allowance for Doubtful Accounts $-21,270
Inventory $1,569
Prepaid Expenses
Other Current Assets
Total Current Assets $12,884

Balance Sheet – Fixed Assets ($ thousands)

Land Value $24,491
Land Improvements Value $182
Building Value $105,898
Leasehold Improvements
Fixed Equipment Value $4,355
Major Movable Equipment $22,418
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $150,385

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $1,217
Total Other Assets $1,217
Total Assets $164,486

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,252
Salaries & Wages Payable $762
Payroll Taxes Payable $21
Short-Term Debt
Deferred Revenue
Other Current Liabilities $7,126
Total Current Liabilities $9,161

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities
Total Liabilities $9,161

Balance Sheet – Equity ($ thousands)

General Fund Balance $155,325
Total Fund Balances $155,325
Total Liabilities & Equity $164,486

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $311
DRG (Post-Oct 1) $3,264
Outlier Payments
DSH Adjustment $25
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $73,349
Outpatient Revenue $138,880
Total Patient Revenue $212,229
Contractual Allowances & Discounts $178,634
Net Patient Revenue $33,595
Total Operating Expenses $43,797
Net Service Income $-10,202
Other Income $387
Total Income $-9,816
Other Expenses
Net Income $-9,816

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $401
Medicaid Charges $11,629
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 NA