Mercy Hospital

Mercy Hospital, located at 1000 North Village Avenue in Rockville Centre, NY, is a 375-bed not-for-profit hospital and a member of Catholic Health. Our compassionate team of doctors, nurses, and healthcare staff is dedicated to providing excellent, patient-centered care, driven by innovation and rooted in our Catholic faith. We strive to meet the diverse healthcare needs of our patients with integrity, compassion, and respect. Mercy Hospital has earned the Pathway to Excellence designation from the American Nurses Credentialing Center and is committed to transforming healthcare delivery by focusing on the body, mind, and spirit.

Identifiers

Hospital Name Mercy Hospital
Facility ID 330259

Location

Address 1000 NORTH VILLAGE AVENUE
City/Town Rockville Centre
State NY
ZIP Code 11570
County/Parish NASSAU

Health System

Health System Catholic Health Long Island
Health System Website Domain catholichealthli.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 6
Health System Total Beds 1928
Health System Hospital Locations New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details Catholic Health Long Island
Emergency Services Yes

Joseph Manopella

President

Joseph Manopella, MBA is the President of Mercy Hospital. [12]

Ihab Ibrahim

Chief Operating Officer

Christopher Ruppert

Vice President for Patient Care Services & Chief Nursing Officer

Christopher Ruppert has been named the new chief nursing officer and vice president of patient care services at Catholic Health Mercy Hospital in Rockville Centre. Ruppert, a registered nurse with 17 years of experience in hospital operations, leadership, education, emergency management and medicine, is a welcome addition to Mercy, officials said, thanks to his many years of experience working with both patients and staff. [5]

Shan Ahmed, DO

Vice President for Medical Affairs & Chief Medical Officer

Shan Ahmed, DO, MS, FACOEP, FACEP, CHCQM is the Chief Medical Officer & Vice President, Medical Affairs at Mercy Hospital. [7]

Nirvani Goolsarran, MD

Chief Quality Officer

Denise Baston

Vice President, Human Resources

Christopher Cells

Vice President, Ambulatory and Business Development

Residency Programs

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

Capacity & Services

Licensed Beds 375

Staffing & Personnel

FTE Employees on Payroll 1411.83
FTE Interns & Residents 6.78

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 16600
Inpatient Days (Title XIX) 3070
Total Inpatient Days 48223
Bed Count 299
Available Bed Days 109135
Discharges (Title V) NA
Discharges (Title XVIII) 2483
Discharges (Title XIX) 484
Total Discharges 9276

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 14963
Inpatient Days (Title XIX; Adults & Peds) 2423
Total Inpatient Days (Adults & Peds) 41497
Bed Count (Adults & Peds) 266
Available Bed Days (Adults & Peds) 97090
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2483
Discharges (Title XIX; Adults & Peds) 484
Total Discharges (Adults & Peds) 9276

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns 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 does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

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 67%

Mortality Group Indicators

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
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 Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 241

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 12.3
Readmission Score Hospital Return Days for Pneumonia Patients 34.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.8
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 12.6
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients More Days Than Average 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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.552
CAUTI SIR (Standardized Infection Ratio) 0.218
SSI SIR (Standardized Infection Ratio) 0.648
CDI SIR (Standardized Infection Ratio) 0.104
MRSA SIR (Standardized Infection Ratio) 0.776

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,610
Bad Debt Expense $9,923
Uncompensated Care Cost $9,751
Total Uncompensated Care $57,518

Operating Expenses ($ thousands)

Total Salaries $141,869
Overhead Expenses (Non-Salary) $183,359
Depreciation Expense $11,932
Total Operating Costs $282,326

Charges ($ thousands)

Inpatient Charges $798,671
Outpatient Charges $554,654
Total Patient Charges $1,353,326

Wage-Related Details ($ thousands)

Core Wage Costs $34,063
Wage Costs (RHC/FQHC)
Adjusted Salaries $141,869
Contract Labor (Patient Care) $6,097
Wage Costs (Part A Teaching) $50
Wage Costs (Interns & Residents) $207

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $1,390
Short-Term Investments
Notes Receivable
Accounts Receivable $49,921
Allowance for Doubtful Accounts $-15,541
Inventory $4,470
Prepaid Expenses $3,449
Other Current Assets $8,697
Total Current Assets $55,188

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,712
Land Improvements Value $5,376
Building Value $152,893
Leasehold Improvements $3,207
Fixed Equipment Value $63,484
Major Movable Equipment $148,703
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $112,214

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $68,793
Total Other Assets $68,793
Total Assets $236,195

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $21,379
Salaries & Wages Payable $13,922
Payroll Taxes Payable
Short-Term Debt $150
Deferred Revenue
Other Current Liabilities $93,989
Total Current Liabilities $129,440

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $11,895
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $102,635
Total Long-Term Liabilities $114,530
Total Liabilities $243,970

Balance Sheet – Equity ($ thousands)

General Fund Balance $-10,475
Total Fund Balances $-7,775
Total Liabilities & Equity $236,195

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $23,189
DRG (Post-Oct 1) $7,815
Outlier Payments
DSH Adjustment $1,760
Eligible DSH % $0
Simulated MC Payments $16,825
Total IME Payments $92

Revenue & Income Statement ($ thousands)

Inpatient Revenue $798,671
Outpatient Revenue $556,127
Total Patient Revenue $1,354,798
Contractual Allowances & Discounts $1,072,404
Net Patient Revenue $282,394
Total Operating Expenses $325,228
Net Service Income $-42,834
Other Income $19,924
Total Income $-22,910
Other Expenses $660
Net Income $-23,570

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $15,353
Medicaid Charges $301,014
Net CHIP Revenue $604
CHIP Charges $5,323

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No