Mercy Hospital South

Mercy Hospital South, located at 10010 Kennerly Road in St. Louis, MO, has been a healing presence in the region for nearly 150 years, providing compassionate medical and specialty care. As a Level II Trauma Center and a Joint Commission-certified Comprehensive Stroke Center, we offer nationally recognized care with all-private rooms. Our featured services include a Heart Hospital, advanced cancer care at the David M. Sindelar Cancer Center, and comprehensive women's health and maternity services. Experience exceptional care from our dedicated team right here in South County.

Identifiers

Hospital Name Mercy Hospital South
Facility ID 260077

Location

Address 10010 KENNERLY ROAD
City/Town Saint Louis
State MO
ZIP Code 63128
County/Parish ST. LOUIS

Health System

Health System Mercy (MO)
Health System Website Domain mercy.net
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 33
Health System Total Beds 5401
Health System Hospital Locations Arkansas, Kansas, Missouri and Oklahoma

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Mercy (MO)
Emergency Services Yes

Sean Hogan

President, Mercy South in St. Louis

Sean Hogan has been honored with the Missouri Hospital Association's Visionary Leadership Award for his efforts to stabilize and build the hospital workforce at Mercy South. Under his leadership, Mercy South established an International Nurse Program and championed a workforce pipeline program called “Win from Within” in partnership with St. Louis Community College. Hogan joined St. Anthony's Medical Center in September 2018 shortly before its transition to Mercy Hospital South. Prior to joining Mercy, he worked at SSM Health for 19 years, including seven years as president of SSM Health DePaul Hospital. He earned bachelor's and master's degrees in business administration and health administration from Saint Louis University.

Leah Jansen

Executive Director of Critical Care

Executive Director for critical care at Mercy Hospital South.

Mark McAteer

Executive Director of Medical-Surgical Services

Executive Director of Medical-Surgical Services at Mercy Hospital South.

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 767

Staffing & Personnel

FTE Employees on Payroll 2225.1
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 33303
Inpatient Days (Title XIX) 10506
Total Inpatient Days 137428
Bed Count 720
Available Bed Days 262800
Discharges (Title V) NA
Discharges (Title XVIII) 6110
Discharges (Title XIX) 5179
Total Discharges 22421

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 30746
Inpatient Days (Title XIX; Adults & Peds) 8308
Total Inpatient Days (Adults & Peds) 122546
Bed Count (Adults & Peds) 646
Available Bed Days (Adults & Peds) 235790
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 6110
Discharges (Title XIX; Adults & Peds) 5179
Total Discharges (Adults & Peds) 22421

Quality Summary

Care Quality Stengths Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns Low overall patient satisfaction. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges the cleanliness of the hospital. 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 56%

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 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 Better 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) 227

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -10.3
Readmission Score Hospital Return Days for Heart Failure Patients 8.7
Readmission Score Hospital Return Days for Pneumonia Patients 16.4
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 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 12.3
Readmission Score Rate of Readmission for CABG 9.5
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.9
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 18.9
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
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 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 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 Worse Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.920
CAUTI SIR (Standardized Infection Ratio) 0.524
SSI SIR (Standardized Infection Ratio) 0.668
CDI SIR (Standardized Infection Ratio) 0.267
MRSA SIR (Standardized Infection Ratio) 0.743

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $10,566
Bad Debt Expense $22,912
Uncompensated Care Cost $16,521
Total Uncompensated Care $32,301

Operating Expenses ($ thousands)

Total Salaries $204,572
Overhead Expenses (Non-Salary) $347,543
Depreciation Expense $28,571
Total Operating Costs $504,087

Charges ($ thousands)

Inpatient Charges $1,078,013
Outpatient Charges $893,834
Total Patient Charges $1,971,847

Wage-Related Details ($ thousands)

Core Wage Costs $39,362
Wage Costs (RHC/FQHC)
Adjusted Salaries $205,374
Contract Labor (Patient Care) $40,815
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $14,397
Short-Term Investments
Notes Receivable
Accounts Receivable $161,901
Allowance for Doubtful Accounts $-96,467
Inventory $8,576
Prepaid Expenses $18,625
Other Current Assets
Total Current Assets $209,391

Balance Sheet – Fixed Assets ($ thousands)

Land Value $17,242
Land Improvements Value $966
Building Value $275,423
Leasehold Improvements $801
Fixed Equipment Value $2,624
Major Movable Equipment $167,186
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $293,320

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $2,840
Total Other Assets $2,840
Total Assets $505,550

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $14,400
Salaries & Wages Payable $5,028
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $337
Total Current Liabilities $19,765

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $1,495
Total Long-Term Liabilities $1,495
Total Liabilities $21,260

Balance Sheet – Equity ($ thousands)

General Fund Balance $484,290
Total Fund Balances $484,290
Total Liabilities & Equity $505,550

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $17,388
DRG (Post-Oct 1) $51,213
Outlier Payments
DSH Adjustment $1,463
Eligible DSH % $0
Simulated MC Payments $91,921
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,076,824
Outpatient Revenue $962,209
Total Patient Revenue $2,039,033
Contractual Allowances & Discounts $1,493,716
Net Patient Revenue $545,318
Total Operating Expenses $552,115
Net Service Income $-6,797
Other Income $30,695
Total Income $23,898
Other Expenses $-8
Net Income $23,905

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $52,642
Medicaid Charges $199,568
Net CHIP Revenue $283
CHIP Charges $619

EHR Information

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

ERP Information

ERP SAP
ERP Version NA
EHR is Changing No